本文關(guān)鍵詞：JY化工企業(yè)轉(zhuǎn)型期財(cái)務(wù)戰(zhàn)略研究　出處：《青島科技大學(xué)》2017年碩士論文　論文類型：學(xué)位論文

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【摘要】：任何企業(yè)都會(huì)存在生命周期的特征,作為我國支柱性產(chǎn)業(yè)的傳統(tǒng)化工企業(yè)也不例外。我國傳統(tǒng)化工企業(yè)在經(jīng)過成長期的高速發(fā)展之后,逐漸從成熟期進(jìn)入到衰退期,面臨著產(chǎn)能過剩、競爭激烈和環(huán)境壓力等生存發(fā)展問題,缺乏競爭力的企業(yè)將不可避免地被市場淘汰。傳統(tǒng)化工企業(yè)要想繼續(xù)生存發(fā)展,就必須進(jìn)行戰(zhàn)略轉(zhuǎn)型,實(shí)現(xiàn)“二次創(chuàng)業(yè)”,這時(shí)企業(yè)就進(jìn)入了轉(zhuǎn)型期。實(shí)現(xiàn)轉(zhuǎn)型離不開資金的支持,制定適合企業(yè)轉(zhuǎn)型期的財(cái)務(wù)戰(zhàn)略,可以提高企業(yè)的財(cái)務(wù)實(shí)力,有利于企業(yè)在日漸激烈的競爭中脫穎而出。JY公司是一家傳統(tǒng)化工企業(yè),其在發(fā)展過程中不斷提升技術(shù)水平,為客戶提供優(yōu)質(zhì)的純堿產(chǎn)品,在市場上擁有良好的口碑。隨著純堿市場競爭不斷加劇,JY公司的生存發(fā)展將面臨嚴(yán)重的威脅。為了實(shí)現(xiàn)企業(yè)的可持續(xù)發(fā)展,JY公司實(shí)行戰(zhàn)略轉(zhuǎn)型,企業(yè)進(jìn)入了轉(zhuǎn)型發(fā)展的時(shí)期。如何制定適合JY公司轉(zhuǎn)型期的財(cái)務(wù)戰(zhàn)略、優(yōu)化財(cái)務(wù)資源的配置對(duì)企業(yè)的轉(zhuǎn)型成功至關(guān)重要。本論文以企業(yè)戰(zhàn)略轉(zhuǎn)型及財(cái)務(wù)戰(zhàn)略的相關(guān)理論為出發(fā)點(diǎn),以處于轉(zhuǎn)型期的傳統(tǒng)化工企業(yè)JY公司為案例研究對(duì)象,分析JY公司目前所處的內(nèi)外部環(huán)境,采用SWOT分析法總結(jié)出JY公司的優(yōu)勢、劣勢、機(jī)會(huì)和威脅等影響財(cái)務(wù)戰(zhàn)略的關(guān)鍵因素,結(jié)合公司的發(fā)展戰(zhàn)略和進(jìn)入轉(zhuǎn)型期前企業(yè)所處的生命周期,將關(guān)鍵因素交叉結(jié)合選出四種JY公司轉(zhuǎn)型期可行的備選財(cái)務(wù)戰(zhàn)略。然后運(yùn)用QSPM戰(zhàn)略矩陣通過專家打分的形式選擇最優(yōu)的財(cái)務(wù)戰(zhàn)略即防御型財(cái)務(wù)戰(zhàn)略,并對(duì)公司的投資、籌資和分配戰(zhàn)略進(jìn)行具體地規(guī)劃。最后通過實(shí)地調(diào)研,針對(duì)發(fā)現(xiàn)影響企業(yè)財(cái)務(wù)戰(zhàn)略有效實(shí)施的制約因素從組織結(jié)構(gòu)、人才培養(yǎng)、風(fēng)險(xiǎn)預(yù)警和戰(zhàn)略評(píng)價(jià)這四個(gè)方面提出相關(guān)的保障措施,為JY公司轉(zhuǎn)型期財(cái)務(wù)戰(zhàn)略的有效實(shí)施提供幫助,同時(shí)為其它同樣處于轉(zhuǎn)型升級(jí)的企業(yè)在財(cái)務(wù)戰(zhàn)略的制定和規(guī)劃方面提供參考和借鑒。
[Abstract]:Any enterprise will have the characteristics of life cycle, as a pillar industry in China, the traditional chemical industry is no exception. After the rapid development of traditional chemical enterprises in China. Gradually from the mature period to the recession period, faced with overcapacity, fierce competition and environmental pressure and other issues of survival and development. If the traditional chemical enterprises want to survive and develop, they must carry on the strategic transformation and realize the "second venture". At this time, the enterprise has entered into the transition period. The realization of the transformation can not be separated from the support of funds, the formulation of a financial strategy suitable for the transition period of the enterprise, can improve the financial strength of the enterprise. JY is a traditional chemical enterprise, which improves the technical level in the process of development, and provides customers with high quality soda products. With the fierce competition in the soda soda market, JY will face a serious threat to its survival and development. In order to realize the sustainable development of the enterprise, JY will carry out strategic transformation. The enterprise has entered the period of transformation and development. How to formulate the appropriate financial strategy for JY Company during the transition period. Optimizing the allocation of financial resources is very important to the success of enterprise transformation. This paper takes the theory of enterprise strategic transformation and financial strategy as the starting point. Taking JY Company, a traditional chemical enterprise in the transition period, as the case study object, this paper analyzes the internal and external environment of JY Company at present, and summarizes the advantages and disadvantages of JY Company by SWOT analysis. The key factors affecting financial strategy, such as opportunities and threats, are combined with the company's development strategy and the life cycle of the enterprise before the transition period. The key factors are combined to select four feasible alternative financial strategies in the transition period of JY Company. Then the QSPM strategy matrix is used to select the best financial strategy which is the defensive financial strategy through the form of expert scoring. And the company's investment, financing and distribution strategy for specific planning. Finally, through field research, to find out the constraints affecting the effective implementation of corporate financial strategy from the organizational structure, talent training. The four aspects of risk early warning and strategic evaluation put forward the relevant safeguard measures to help JY Company to effectively implement the financial strategy in the transition period. At the same time for other enterprises in the transformation and upgrading in the financial strategy formulation and planning to provide reference and reference.
【學(xué)位授予單位】：青島科技大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F426.7;F406.7

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