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MBA硕士毕业论文_公司的竞争战略转型需求研究PDF

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自电梯发明的一百多年来,电梯已经在全球范围内得到广泛运用。 而电梯在全球范围内的巨大的发展也带动了电梯部件企业的发展,中国 也已经成为全球范围内最大的电梯部件供应国。过去十年间,国内电梯 部件行业得到了飞速的发展,并以产业聚集地的形式存在于珠三角、长 三角和京津冀地区。但随着近年来的经济增长放缓,基础设施建设的增 长放慢,电梯市场也出现增长逐渐放缓的情况,而上游的电梯部件企业 则面临更为严峻的考验。Y公司作为国内领先的电梯门机部件企业,经 过十余年的发展,通过成本领先战略,实现了较好的经济收益。然而, 随着经济形势的增速放缓,市场竞争的不断加剧,Y公司也遇到了发展 的瓶颈。 要明确Y公司当下的成本领先竞争战略的不适应性,向管理层提出 竞争战略改革的建议,单纯从定性分析或定量分析均难以让管理层信 服,只有在定性与定量分析相结合的基础上,发现问题,提出解决方 案,才是提出竞争战略改革的正确道路。 如何通过对Y公司自身分析了解当下成本领先战略的不适应性,并 根据分析结果向公司管理层提出启用新的竞争战略,创造新的竞争优 势,并落实到具体的战略实施步骤,是本文的主要目的。 在定性分析层面,本文通过应用PEST分析方法对Y公司面临的外 部宏观环境进行分析,应用SWOT分析方法对Y公司自身的优势与劣 势以及外部的机会和威胁进行分析,运用波特五力模型对Y公司面临的 外部其他环境进行分析。在定量分析层面,对Y公司的主要资产负债构 成进行分析,从Y公司偿债能力、营运能力、盈利能力和成长能力等四 个方面选用不同的财务指标进行分析,通过应用杜邦分析体系对Y公司 财务指标进行综合评价,并将Y公司相关财务数据与同行业可比上市公 司进行比较,进一步验证Y公司当下的战略与财务数据表现的一致性, 也进一步证明Y公司成本领先战略的已无法适应企业未来的发展,Y公 司切实存在战略转型的需求。 本文通过定性和定量的分析,对Y公司的综合状况进行评价,得出 了以下结论:Y公司经营较为稳健,目前财务杠杆率较低,财务风险较 低,但近几年来Y公司的盈利能力逐步下降,当前应用的成本领先战略 已无法为Y公司建立竞争优势,Y公司需要通过战略转型改变企业当下 的经营状况,通过差异化竞争战略的运用提升企业的竞争力。本文建立 在分析的基础上,对Y公司战略转型及新战略实施提出了建议。 关键词:竞争战略,财务分析,Y公司 Y COMPANY’S COMPETITIVE STRATEGY TRANSFORMATION NEEDS RESEARCH ABSTRACT As one of the most high-frequency used tools in people's daily life, the elevator has become inseparable from people's daily lives. The huge development of elevators around the world has also led to the development of elevator component companies, and China has become the world's largest supplier of elevator components. During the past ten years, the domestic elevator component industry has developed rapidly and exists in the Pearl River Delta, Yangtze River Delta and Beijing-Tianjin-Hebei Region in the form of industrial clusters. However, with the slowdown in economic growth in recent years, the growth of infrastructure construction has slowed down, and the elevator market has also experienced a gradual slowdown in growth, while downstream elevator component companies are facing more severe tests. As a leading elevator door machine component enterprise in China, Y Company has achieved better economic benefits through the cost-leading strategy after more than ten years of development. However, with the slowdown in the economic situation and the increasing competition in the market, Y Company has also encountered bottlenecks in development. It is necessary to clarify the incompatibility of Y's current cost-leading competitive strategy, and propose to the management the reform of the competitive strategy. It is difficult to convince the management simply from qualitative analysis or quantitative analysis. Convince the management from qualitative and quantitative aspects are the correct way to propose the management the problem and the solution to reform the competitive strategy. How to understand the incompatibility of the current cost-leading strategy through the analysis of Y company itself, and propose to the company management to launch a new competitive strategy based on the analysis results, create new competitive advantages, and implement specific strategic implementation steps are the main purpose of this paper. From qualitative analysis aspect, this paper analyzes the external macro environment faced by Y Company by applying PEST analysis method, and applies SWOT analysis method to analyze Y's own advantages and disadvantages as well as external opportunities and threats, using Porter's five-force model to analysis the external environment that Y Company faces. From quantitative analysis aspect, the main assets and liabilities of Y Company are analyzed. Besides, solvency ability, operational capability, profitability and growth ability including different financial indicators are used for analysis. By applying DuPont analysis system to Y The company's financial indicators are comprehensively evaluated, and the company's relevant financial data is compared with comparable companies in the same industry to further verify the consistency of Y company's current strategic and financial data performance, and further prove that Y company's cost- leading strategy has been unable to adapt. In the future development of the company, Y company has a real need for strategic transformation. This paper evaluates the comprehensive status of Y company and draws the following conclusions: Y company is relatively stable in operation, currently has low financial leverage and low financial risk, but the profitability of Y company in recent years decreased gradually. The cost- leading strategy of the current application has been unable to establish a competitive advantage for Y Company. Y Company needs to change the current operating status through strategic transformation and enhance the competitiveness of the company through the use of differentiated competitive strategies. This paper puts forward suggestions for the strategic transformation of Y Company and the implementation of the new strategy. KEY WORDS:Competitive Strategy, Financial Analysis, Y Company 目 录 第一章 绪论 .................. 1 1.1 研究背景 ................. 1 1.2 研究内容 ................. 1 1.3 研究方法 ................. 2 1.4 研究发现和创新点 . 2 1.5 论文结构 ................. 3 第二章 制度背景和文献回顾 ..................... 5 2.1 制度背景 ................. 5 2.1.1 制度环境 .............. 5 2.1.2 行业标准 .............. 6 2.1.3 国家相关政策 ...... 7 2.2 文献回顾 ................. 7 第三章 外部环境分析 10 3.1 宏观环境(PEST)分析 .................... 10 3.1.1 经济环境分析 .... 10 3.1.2 政治法律环境分析 ........................... 13 3.1.3 社会文化环境分析 ........................... 14 3.1.4 技术环境分析 ... 15 3.2 行业分析 ............... 16 3.2.1 行业生命周期分析 ........................... 16 3.2.2 行业内战略集团分布分析 ............... 17 3.3 竞争分析 ............... 19 3.3.1 现有竞争者 ........ 20 3.3.2 潜在进入者威胁 20 3.3.3 替代品威胁 ........ 20 3.3.4 客户议价能力 .... 21 3.3.5 供应商议价能力 21 3.4 外部环境分析总结 .............................. 21 第四章 内部资源与能力分析 ................... 23 4.1 Y公司发展背景 .... 23 4.1.1 Y公司简介 ......... 23 4.1.2 公司股权结构 .... 23 4.1.3 公司组织架构 .... 24 4.2 产品及经营业绩 ... 25 4.2.1 主要产品 ............ 25 4.2.2 经营业绩 ............ 25 4.3 资源分析 ............... 26 4.3.1 财务资源 ............ 26 4.3.2 技术资源 ............ 26 4.3.3 人力资源 ............ 27 4.3.4 其他资源 ............ 28 4.4 能力分析 ............... 28 4.4.1 偿债能力分析 .... 28 4.4.2 营运能力分析 .... 30 4.4.3 盈利能力分析 .... 36 4.4.4 成长能力分析 .... 39 4.4.5 杜邦综合分析 .... 40 4.5 资源能力分析小结 .............................. 42 第五章 竞争战略变革 43 5.1 SWOT分析 ........... 43 5.1.1 关键外部机会与威胁 ....................... 43 5.1.2 关键内部优势与劣势 ....................... 45 5.1.3 SWOT分析矩阵 47 5.2 竞争战略调整 ....... 48 5.2.1 基本竞争战略介绍 ........................... 48 5.2.2 当前竞争战略评估 ........................... 48 5.2.3 备选竞争战略 .... 49 第六章 差异化战略实施 ........................... 50 6.1 服务差异化 ........... 50 6.1.1 设立西部子公司提供贴身式生产 ... 50 6.1.2 建立全国及海外销售网络拓展市场 ...................