【摘要】：航天企業(yè)作為我國軍工企業(yè)的重要組成部分,是我國國有企業(yè)中的特殊群體。企業(yè)不僅承擔(dān)著國家武器裝備的研制和生產(chǎn),還肩負(fù)著帶動我國高新技術(shù)發(fā)展的使命。隨著我國市場經(jīng)濟(jì)的持續(xù)高速發(fā)展,國有企業(yè)改革的不斷深入,傳統(tǒng)的軍工企業(yè)越來越感覺到來自開放市場條件下競爭的沖擊和壓力。如何選擇適合企業(yè)自身的發(fā)展戰(zhàn)略,盡快適應(yīng)市場經(jīng)濟(jì)的機制體制,將企業(yè)更好的融入完全競爭市場,已成為軍工企業(yè)發(fā)展的重要課題和關(guān)注點。 HC公司是中國航天科工集團(tuán)某研究所全資子公司,是研究所切實貫徹“軍民融合”發(fā)展戰(zhàn)略的重要實踐,屬中小型企業(yè)。公司以軍民融合項目為支撐,主營業(yè)務(wù)為F-12高強有機纖維及其制品。該產(chǎn)品屬戰(zhàn)略性新興產(chǎn)業(yè)新材料領(lǐng)域,是高性能有機纖維的代表,也是國家戰(zhàn)略新興產(chǎn)業(yè)重點產(chǎn)品之一。公司具有較強的研發(fā)實力和軍工企業(yè)資質(zhì)優(yōu)勢,同時也存在規(guī)模小、產(chǎn)品成本高等發(fā)展不利因素。 本文依據(jù)戰(zhàn)略管理理論,運用PEST模型分析HC公司的外部宏觀環(huán)境,運用波特五力模型分析HC公司所處行業(yè)的基本情況,結(jié)合對公司內(nèi)部組織結(jié)構(gòu)、人力資源、知識產(chǎn)權(quán)和資質(zhì)資源以及財務(wù)、生產(chǎn)、營銷、研發(fā)等能力的分析,得到公司發(fā)展所面臨的機遇和威脅、優(yōu)勢和劣勢。在此基礎(chǔ)上,通過建立SWOT矩陣對公司發(fā)展可能的四種戰(zhàn)略組合進(jìn)行綜合分析,結(jié)合公司發(fā)展目標(biāo),對公司發(fā)展戰(zhàn)略的選擇進(jìn)行了探索,確定了技術(shù)前向一體化的公司發(fā)展戰(zhàn)略。根據(jù)軍民市場環(huán)境特點,分別選擇集中化戰(zhàn)略和差異化戰(zhàn)略作為公司競爭戰(zhàn)略,并制定了總體略下的各職能層戰(zhàn)略。通過企業(yè)文化、組織結(jié)構(gòu)、人力資源管理、市場營銷、知識產(chǎn)權(quán)保護(hù)、風(fēng)險管理等戰(zhàn)略保障措施的實施,推動公司依托自身優(yōu)勢,不斷提升自身能力,充分利用發(fā)展機遇,拓展軍民兩用市場,實現(xiàn)公司健康穩(wěn)定發(fā)展。
[Abstract]:As an important part of military enterprises in China, aerospace enterprises are a special group in state-owned enterprises in China. Enterprises not only undertake the development and production of national weapons and equipment, but also shoulder the mission of promoting the development of high and new technology in our country. With the sustained and rapid development of market economy and the deepening of the reform of state-owned enterprises, traditional military enterprises feel more and more the impact and pressure of competition under the condition of open market. How to choose the development strategy suitable for the enterprise itself, adapt to the mechanism and system of the market economy as soon as possible, and better integrate the enterprise into the completely competitive market has become an important subject and focus of the development of the military enterprise. HC Company is a wholly owned subsidiary of a research institute of China Aerospace Science and Technology Group. It is an important practice for the Institute to carry out the development strategy of "military-civilian integration". It belongs to small and medium-sized enterprises. The company is supported by the military and civilian integration project, the main business is F 12 high strength organic fiber and its products. This product belongs to the new material field of strategic emerging industry, is the representative of high performance organic fiber, and is also one of the key products of national strategic emerging industry. The company has strong R & D strength and qualification advantages of military enterprises, at the same time, there are also small scale, high product cost development unfavorable factors. According to the theory of strategic management, this paper analyzes the external macro environment of HC company by using PEST model, analyzes the basic situation of the industry in which HC company is located by using Porter five force model, and combines the internal organizational structure and human resources of the company. The analysis of intellectual property and qualification resources, as well as financial, production, marketing, R & D and other capabilities, get the opportunities and threats, advantages and disadvantages faced by the development of the company. On this basis, through the establishment of SWOT matrix to carry on the comprehensive analysis to the company development possible four kinds of strategic combination, unifies the company development goal, has carried on the exploration to the company development strategy choice, has determined the technology forward integration company development strategy. According to the characteristics of military and civil market environment, the centralized strategy and differentiation strategy are selected as the competitive strategy of the company, and the overall strategy of each functional level is formulated. Through the implementation of strategic safeguard measures such as corporate culture, organizational structure, human resource management, marketing, intellectual property protection, risk management, etc., the company can rely on its own advantages, constantly improve its own ability, and make full use of development opportunities. Expand the dual-use market and achieve the healthy and stable development of the company.
【學(xué)位授予單位】：內(nèi)蒙古大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F426.5

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