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MBA硕士毕业论文_阀门制造有限公司发展战略研究PDF

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全球经济随着时间的推移慢慢复苏,逐渐启动了一些重点项目和工程,对于装备制造业 来说,这不仅是一次良好的机遇,同时也是一次严峻的挑战,阀门行业所面临的局面也非常 复杂,虽然相对于欧美发达国家来说,我国在阀门制造方面与其存在明显差距,但是在高端 阀门方面我国发挥的作用也越来越重要,并且把竞争方向确定为“低价高质、替代进口”, 取得了令人瞩目的业绩。全球阀门制造行业大量转移至我国,加剧了阀门行业的竞争程度。 而A阀门制造有限公司过去的发展战略并不能适应当下激烈的竞争环境,要想在经常发生变 化的市场环境中获得竞争优势,A公司需要确保自身的优势能够得到充分发挥,迅速适应环 境变化。只有明确战略目标、选择并落实符合自身实际情况的成长战略和竞争战略,才可以 确保公司的持续健康发展。 本文运用企业战略理论,通过文献研究PEST分析、五力模型、SWOT分析等方法,首先 对A公司发展目前所处的具体情况进行了分析,通过内部环境分析进一步识别其优势和劣势; 其次分析了A公司所处的宏观环境、行业环境和竞争环境,以明确其所面临的机会和威胁, 随后在明确A公司愿景和战略目标的基础上,运用SWOT等分析工具确立公司总体战略和竞 争战略,最后从制定实施原则、加强产品研发管理、加强营销管理、加强企业内部管理四个 方面制定了保障战略有效实施的具体措施。 本文形成了以下的研究结论:A阀门制造有限公司呈现出了非常明显的特色,在质量和 价格方面都具备核心竞争力,而要制定出符合公司实际情况的发展战略,就需要结合内外环 境来具体分析,从宏观环境来分析,A阀门制造有限公司在新能源、新材料领域突现新的市 场空间,从行业发展趋势这一方面展开分析,目前阀门利润率比较高的产品大部分都属于电 站、油气、化工和新能源行业,其发展趋势是功能越来越专业以及操作越来越精细,这对于 A公司的产品研发提出了更高要求。从竞争环境这一方面展开分析,由于阀门产品的可延伸 性并不强,因此规模化竞争激烈。在个别领域,少数企业在价格和技术上处于垄断地位。综 上,横向一体化的成长战略和差异化竞争战略是A公司目前最好的选择,提出加强产品研发 能力建设和加强对供应商的控制能力,通过构建多元化渠道体系和大力开展品牌建设来提升 渠道与营销能力,加强企业内部人力资源管理等四方面的对策建议,旨在将A公司自身优势 和发展机遇充分的结合在了一起,促进了公司的长期稳定发展。 关键词:发展战略,阀门制造企业,战略管理 南京航空航天大学硕士学位论文 III ABSTRACT Global economic recovery slowly with the passage of time, gradually launched some key projects and engineering for equipment manufacturing industry, it is not only a good opportunity, is also a serious challenge, the valve industry facing the situation is very complicated, although relative to Europe and the United States developed countries, with its obvious gap in the valve manufacturing in China, but in terms of high valve role is becoming more and more important in our country, and the competition direction identified as "high quality, replace imported", made remarkable achievements. A large number of global valve manufacturing industry transferred to China, intensifying the degree of competition in the valve industry. However, the past development strategy of A valve manufacturing co., ltd. could not adapt to the current fierce competitive environment. In order to gain competitive advantages in the constantly changing market environment, A company needs to ensure that its own advantages can be given full play and quickly adapt to the changes in the environment. Only by clarifying strategic objectives, selecting and implementing growth strategies and competitive strategies in line with the actual situation can we ensure the sustainable and healthy development of the company. In this paper, the enterprise strategy theory is applied, and PEST analysis, five forces model, SWOT analysis and other methods are studied in literature. Firstly, the specific situation of company A's development is analyzed, and its advantages and disadvantages are further identified through internal environment analysis. Secondly analyzes the company A macro environment, industry environment and competitive environment, in order to make clear the opportunities and threats faced by the subsequent in clear vision and strategic objectives of A company, based on the SWOT analysis tools such as establish the company overall strategy and competitive strategy, from the end, the implementation principle, strengthen the marketing in product research and development management, strengthen management, to strengthen the enterprise internal management four aspects to develop strategy to guarantee the effective implementation of specific measures. The research conclusions of this paper are as follows: A valve manufacturing co., LTD., presented the obvious characteristics, in terms of quality and price are the core competitiveness, and to develop accord with the actual situation of the company development strategy, combined with the internal and external environment is needed for concrete analysis, from the macro environment to analysis, A valve manufacturing co., LTD., dash forward show in the field of new energy, new material new market space, from the analysis on the one hand, industry development trend currently valve margins higher most of the products belong to power stations, oil and gas, chemical industry and new energy industry, its development trend is more professional and more refined operation function, This puts forward higher requirements for A company's product A阀门制造有限公司发展战略研究 IV research and development. From the competitive environment analysis, because the valve products can be extended is not strong, so the scale of fierce competition. In individual areas, a few companies have a monopoly on price and technology. In conclusion, the growth of horizontal integration strategy and differentiation competitive strategy is the best choice for A company, put forward to strengthen the construction of product research and development ability and strengthen the control of suppliers, by building A diversified channel system construction and vigorously promote the brand to improve the channels and marketing ability, strengthen the enterprise internal human resource management countermeasures and so on four aspects, aims to bring their own advantages and development opportunities A company fully together, promoting the long-term stable development of the company. Keywords:Development strategy, Valve manufacturing enterprises, Strategic management 南京航空航天大学硕士学位论文 V 目 录 第一章 绪论 ................................................................. 1 1.1 研究背景及意义 ........................................................ 1 1.1.1研究背景 ........................................................... 1 1.1.2研究意义 ........................................................... 2 1.2 研究内容及方法 ........................................................ 3 1.2.1研究内容 ........................................................... 3 1.2.2研究方法 ........................................................... 3 1.3 研究技术路线 ......................................................... 4 第二章 理论基础与研究综述 .................................................... 5 2.1 企业战略的类型 ........................................................ 5 2.1.1总体战略 ........................................................... 5 2.1.2业务战略 ........................................................... 6 2.1.3职能战略 ........................................................... 7 2.2 战略分析主要模型 ...................................................... 7 2.3 国内外研究现状 ....................................................... 10 2.3.1国外研究现状 ...................................................... 10 2.3.2国内研究现状 ...................................................... 11 2.4 本章小结 ............................................................. 12 第三章 A阀门制造有限公司发展现状及战略环境分析 ............................. 14 3.1 A公司的发展状况 ..................................................... 14 3.1.1公司简介 .......................................................... 14 3.1.2发展概述 .......................................................... 15 3.1.3资源和能力分析 .................................................... 16 3.2 宏观环境分析 ......................................................... 21 3.2.1 政策法规环境分析 .................................................. 21 3.2.2 经济环境分析 ...................................................... 22 3.2.3 社会环境分析 ...................................................... 23 3.2.4 技术环境分析 ...................................................... 23 3.3 行业环境分析 ......................................................... 24 3.3.1 现有竞争者之间的竞争 .............................................. 24 3.3.2 供应商讨价还价的能力 .............................................. 26 3.3.3 买方讨价还价的能力 ................................................ 26 3.3.4 替代品的威胁 ...................................................... 27 3.3.5潜在竞争者的威胁 .................................................. 27 3.4 A公司的主要优势劣势与机会威胁 ........................................ 27 A阀门制造有限公司发展战略研究 VI 3.4.1 主要优势和劣势 .................................................... 27 3.4.2 主要机会和威胁 .................................................... 29 3.5 本章小结 ............................................................. 31 第四章 A阀门制造有限公司的战略选择 ......................................... 33 4.1 公司战略定位 ......................................................... 33 4.1.1 公司愿景与使命 .................................................... 33 4.1.2 公司的战略目标 .................................................... 33 4.2 公司的战略选择 ....................................................... 34 4.2.1 SWOT分析 ......................................................... 34 4.2.2 总体战略与竞争战略的选择 .......................................... 38 4.3 本章小结 ............................................................. 41 第五章 A阀门制造有限公司战略实施的对策建议 ................................. 42 5.1 战略实施的基本原则 ................................................... 42 5.1.1合理适度性原则 .................................................... 42 5.1.2协调统一性原则 .................................................... 42 5.1.3适度权益性原则 .................................................... 42 5.2 加强产品研发能力建设 ................................................. 43 5.3 加强对供应商的控制能力 ............................................... 43 5.4 提升渠道与营销能力 ................................................... 44 5.4.1构建多元化渠道体系 ................................................ 44 5.4.2创新性营销策略推广 ................................................ 45 5.4.3拓展个性化客户服务能力 ............................................ 46 5.5 加强企业内部人力资源管理 ............................................. 46 5.5.1推进企业激励创新 .................................................. 46 5.5.2加强一流人才团队建设 .............................................. 47 5.6 本章小结 ............................................................. 47 第六章 研究结论与展望 ....................................................... 48 6.1 研究结论 ............................................................. 48 6.2 研究展望 ............................................................. 48