随着全球经济一体化格局的变化及政治局势的动荡，制造业各公司的战略发展方向 同中国国内经济及全球经济发展的格局息息相关，因此企业发展战略的前瞻性、合理性 对企业的发展至关重要。F集团作为一家国内空调行业专业的战略核心钣金配套供方， 在市场虽有一定的规模，但是在经营管理中仍然有很多需要改进及完善的地方，同时空 调行业竞争程度的加剧也加大了F集团主要客户M公司对成本控制的力度，F集团的利 润空间进一步压缩，在此在此背景下，加强对F集团的发展战略研究对于F公司成为技 术领先、管理先进、有话语权的专业钣金制造商，如何保持自身的核心竞争力对企业的 长期发展至关重要。 本报告将采用定量与定性结合的方法对F集团目前的经营战略的现状及内外部环境 进行调查研究，发现战略的不足之处并针对这些不足之处提出相应的解决方案及策略。 通过采用文献法学习专门知识、分析方法以及传统数据分析法，结合行业内相同性质企 业的实际运行案例做具体经营分析和战略管理研究对比，运用内部因素评价、外部因素 评价识别出公司的内、外部关键因素，通过SWOT矩阵得出相关的发展战略，对备选战 略进行评价，了解公司内外部相关优势、劣势及其他需要改进的方面，并结合自己在企 业担任高管面临的现实问题，针对F集团存在的问题及未来提出改善性的建议以及企业 的长期发展战略，提升营销团队、保障组织机构、引进战略合作等，并尽可能落实到企 业战略管理中。 关键词：经营管理 发展战略 战略评价 研究对比 战略管理 II Abstract With the change of global economic integration pattern and the turbulence of political situation, the strategic development direction of manufacturing companies is closely related to the pattern of domestic economic and global economic development in China. Therefore, the foresight and rationality of enterprise development strategy is very important to the development of enterprises. As a strategic core supplier of sheet metal in domestic air conditioning industry, F Group Company has a certain scale in the market, but there are still many areas to be improved and perfected in its operation and management. At the same time, the intensification of competition in the air conditioning industry has also strengthened the cost control of M Company, the main customer of F Group Company, and the profit margin of F Group Company has been further reduced. In this context, strengthening the development strategy research of F Group Company is very important for F Company to become a professional sheet metal manufacturer with advanced technology, advanced management and voice. How to maintain its core competitiveness is very important for the long-term development of the enterprise. This report will adopt the quantitative and qualitative methods to investigate the current situation of F Group's business strategy and the internal and external environment, find out the shortcomings of the strategy, and put forward the corresponding solutions and strategies for these shortcomings. Through the use of literature law to learn expertise, analysis methods and traditional data analysis methods, combined with the actual operation cases of enterprises of the same nature in the industry to make specific business analysis and strategic management research comparison, using internal factors evaluation and external factors evaluation to identify the company's internal and external key factors, through the SWOT matrix to get the relevant development strategy, to evaluate the alternative strategy. Price, understand the company's internal and external related strengths, weaknesses and other aspects that need to be improved, and combine with their own practical problems faced by executives in the enterprise, put forward improvement suggestions and long-term development strategy for F Group, enhance marketing team, safeguard organization, introduce strategic cooperation and so on, and as far as possible to implement in the enterprise strategic management. Key words： Operation and management development strategy Strategic evaluation Research comparison strategic management III 目 录 摘要 ......................................................................................................................................... I Abstract .................................................................................................................................... II 第一章 绪论 .............................................................................................................................. 1 1.1 研究背景和目的 .............................................................................................................. 1 1.2 研究意义 .......................................................................................................................... 2 1.3 研究内容 .......................................................................................................................... 3 1.4研究的工具和方法 .......................................................................................................... 4 1.5文献综述 .......................................................................................................................... 6 第二章 内部环境分析 .............................................................................................................. 8 2.1 发展历程 .......................................................................................................................... 8 2.1.1 F集团概况 ................................................................................................................. 8 2.1.2创始阶段 .................................................................................................................... 8 2.1.3成长阶段 .................................................................................................................... 9 2.1.4跨越发展阶段 ............................................................................................................ 9 2.2 资源分析 ........................................................................................................................ 12 2.2.1 有形资源 ................................................................................................................. 12 2.2.2 无形资源 ................................................................................................................. 12 2.3 能力分析 ........................................................................................................................ 16 2.3.1 生产能力 ................................................................................................................. 16 2.3.2 市场营销能力 ......................................................................................................... 16 2.3.3 人力资源管理能力 ................................................................................................. 17 2.3.4 资本运作能力 ......................................................................................................... 18 2.3.5 盈利能力 ................................................................................................................. 18 2.3.6 信息技术能力 ......................................................................................................... 20 2.4业务组合 ........................................................................................................................ 20 2.5本章小结 ........................................................................................................................ 20 第三章 外部环境分析 ............................................................................................................ 22 3.1 宏观环境分析 ................................................................................................................ 22 IV 3.1.1 政策环境 ................................................................................................................. 22 3.1.2 经济环境 ................................................................................................................. 22 3.1.3 科学技术环境 ......................................................................................................... 23 3.1.4