MD集团是一家生产白色家电为主的民营企业,在改革开放的东风下,由原“北街

办塑料生产组”,到1993年在深圳证券交易所上市,成了中国第一家由乡镇企业改组

而成立的上市公司,再到2010年跨入千亿倶乐部的集团企业,在公司规模快速扩张、

资源积累的同时,面临主营业务的激烈竞争与市场环境的不断变化。特别是2008年

金融危机爆发以来,面对着通货膨胀、汇率改革、劳动力成本上升,同时市场上的质

量、售后饱受诟病,深刻暴露了企业短板,于是战略转型被提上日程:由原来的“上

规模、调结构、保利润”到‘‘规模与利润同步发展,着重提升品牌定位和溢价能力”,

标志着MD发展战略发生巨变,着手战略转型,消除“变革差距”,向领导者授权,MD

集团在战略方面努力从三个方面实现转变:从注重增长数量向注重增长质量转型;从

低附加值向高附加值转型;从粗放式管理向精细管理转型。

本文结合相关战略理论,以MD集团战略转型为案例,重点探讨战略转型的过程,

从MD集团战略转型的背景入手,运用PEST分析法结合内外部环境分析进行分析、应

用SWOT分析法对不确定性战略分析与决策到战略转型方向的识别,再到战略转型的

选择、支持战略转型的系统与战略转型的监控进行了研究。在论述的过程中结合MD

集团的实际案例,力图站在战略的高度从实践的角度对转型的模式与手段进行研究。

企业的战略转型是一项复杂的系统工程,决不能一蹴而就,隐藏着巨大的风险和

较高的投入,其中少不了企业家精神、转型时机的把握、战略转型原则的明晰、战略

转型过程的监控与组织转型的能力。本文研究的价值#于:通过对MD集团这样一个

典型的民营企业实施战略转型的案例研究,分析在现阶段下企业如何摆脱现有困境,

通过专项找到适合本组织的关键因素,并对这些因素进行分析,从而提出具体的战略

转型策略。研究结果证明:在复杂多变、日益严峻的市场环境下,制造型企业唯有回

归企业基本层面,加强自身建设,围绕产品领先、效g驱动、全球经营三大战略主轴,

切实聚焦产业、做好产品、落实经营简单化、提升效率、经营好市场为转型路径,才

能构建以顾客为导向的敏捷型组织,使基业长青。MD实施战略转型的初步成功,为自

身发展及其它企业实施战略转型提供了经验借鉴和启发,可指导下一步转型发展思

路。

关键词:MD集团,战略,创新,转型

I

昆明理工大学MBA学位论文
MP集团战略转型研究

Abstract

MD Group is a private enterprise which mainly produces white household electrical

appliances. Under the reform and opening-up policy, it was from North Street Plastic

Produce Group to be listed at Shen Zhen Stock Exchange in 1993 and became the first

company on the market that was organized by a township enterprise, after that it had edged

herself into one hundred billion conglomerates' club in 2010. It faced the intense

competition in its main business and the constant changing of market condition, specially

since the 2008 Financial crisis was broke out,it faced inflation, exchange rate reform,

rising labor costs,and it was suffering criticism of quality and after sale-service in the

market and exposed the short slaps of the company deeply. So the Strategy Transformation

was bought up. However in the beginning of the strategy transformation,firm could not

achieve the goals successfully, the income of the three main businesses declined a lot,

funds collecting and the construction projects could not achieve either, and it was in debt

about 4o million. To compare with the beginning it increased 16.02%,the strategy

transformation was not smooth.

In this study,to combine some theories of strategy, we investigated the process of

strategy transformation emphatically, according to the example of the strategy

transformation of MD Group,from the background of the strategy transformation of MD

Group ’and to use PEST and to combine the internal and external environment analysis to

analyze it,and to use SWOT to analyze the uncertainty of strategic and to recognize

decision-making to the strategic direction of the transformation, and the choice of the

strategy transformation, the system of supporting the strategic transformation and the

monitor of strategy transformation we had this study. For standing the strategy altitude

and the angle of practicing we combined the example of the strategy transformation of MD

Group during the dissertation and tried to study the model and artifice.

The strategy transformation of a firm is a complex system project; it should not be

accomplished in an action. It hides big risks and high investment; it will be a disaster if it is

failed. It includes entrepreneurship, the assurance of Transition time, the understanding of