本文關(guān)鍵詞： 國(guó)有投資公司 發(fā)展戰(zhàn)略 保障措施　出處：《中國(guó)海洋大學(xué)》2012年碩士論文　論文類(lèi)型：學(xué)位論文

【摘要】：自上世紀(jì)八十年代以來(lái),我國(guó)中央政府和各級(jí)地方政府組建了一批國(guó)有投資公司,專(zhuān)門(mén)從事基礎(chǔ)建設(shè)投資和其他產(chǎn)業(yè)投資,順應(yīng)了國(guó)家經(jīng)濟(jì)體制市場(chǎng)化和投融資改革的需要,在調(diào)控國(guó)民經(jīng)濟(jì)布局和促進(jìn)地方經(jīng)濟(jì)發(fā)展方面起到了重要作用。然而,國(guó)有投資公司自產(chǎn)生以來(lái)本身存在著種種不足,包括管理體制和公司治理架構(gòu)不健全、投資領(lǐng)域受到宏觀調(diào)控限制、人力資源管理相對(duì)落后、審計(jì)監(jiān)察體系不完備、融資渠道和資金融通能力匱乏等等。同時(shí)伴隨著我國(guó)國(guó)有資產(chǎn)管理體制改革的推進(jìn)和國(guó)際經(jīng)濟(jì)金融格局的動(dòng)蕩,國(guó)有投資公司的外部環(huán)境也在發(fā)生著深刻的變化。煙臺(tái)城裕投資有限公司作為煙臺(tái)市主要國(guó)有投資公司之一,面對(duì)內(nèi)部條件和外部環(huán)境的種種問(wèn)題和挑戰(zhàn),急需一套適應(yīng)自身?xiàng)l件的發(fā)展戰(zhàn)略。 本論文在學(xué)習(xí)吸收國(guó)內(nèi)外戰(zhàn)略管理研究理論的基礎(chǔ)上,結(jié)合我國(guó)國(guó)有投資公司共性以及煙臺(tái)城裕投資有限公司組織管理、資源條件、企業(yè)能力等各方面情況,通過(guò)PEST分析法研究其宏觀環(huán)境,包括政治環(huán)境、經(jīng)濟(jì)環(huán)境、社會(huì)環(huán)境、技術(shù)環(huán)境,通過(guò)波特五力分析模型研究其競(jìng)爭(zhēng)環(huán)境,通過(guò)SWOT分析法研究其優(yōu)勢(shì)、劣勢(shì)、機(jī)會(huì)、威脅。在煙臺(tái)城裕投資有限公司自身情況分析的基礎(chǔ)上,從公司治理、投資運(yùn)營(yíng)、人才發(fā)展、資本運(yùn)營(yíng)、區(qū)域聯(lián)盟幾個(gè)方面為其量身打造一套具有可操作性的發(fā)展戰(zhàn)略。本文還建議煙臺(tái)城裕投資有限公司從引進(jìn)戰(zhàn)略投資者、建立全新監(jiān)督體系、加強(qiáng)人力資源建設(shè)、建立綜合性的績(jī)效管理指標(biāo)、營(yíng)造和諧奮進(jìn)的企業(yè)文化等方面工作入手,為發(fā)展戰(zhàn)略有效實(shí)施提供有效支撐和保障。同時(shí)本文建議煙臺(tái)城裕投資有限公司首先應(yīng)通過(guò)股權(quán)多元化改革對(duì)公司治理結(jié)構(gòu)進(jìn)行改造來(lái)增加公司自主經(jīng)營(yíng)權(quán)利,之后再對(duì)其他戰(zhàn)略層面進(jìn)行實(shí)施。本文在理論上針對(duì)國(guó)有投資公司所具有的共同特點(diǎn),為其未來(lái)發(fā)展提供一定的戰(zhàn)略模式,在現(xiàn)實(shí)中為煙臺(tái)城裕投資有限公司制定有針對(duì)性的發(fā)展戰(zhàn)略,同時(shí)希望部分理論能在其他國(guó)有投資公司發(fā)展戰(zhàn)略制定及未來(lái)改革實(shí)踐方面提供參考。
[Abstract]:Since -20s, the central government and local governments at all levels have set up a number of state-owned investment companies specializing in investment in infrastructure construction and other industries, conforming to the needs of the marketization of the national economic system and the reform of investment and financing. It has played an important role in regulating the distribution of the national economy and promoting the development of the local economy. However, since its emergence, state-owned investment companies have had various shortcomings, including inadequate management systems and corporate governance structures. The investment field is restricted by macro-control, human resource management is relatively backward, and the audit and supervision system is not complete. The lack of financing channels and the ability to finance, and so on. At the same time, with the promotion of the reform of the management system of state-owned assets in China and the turbulence of the international economic and financial structure, The external environment of state-owned investment companies is also undergoing profound changes. As one of the main state-owned investment companies in Yantai City, Yantai Chengyu Investment Co., Ltd. is faced with various problems and challenges from its internal conditions and external environment. An urgent need for a set of development strategies adapted to their own conditions. On the basis of studying and absorbing the theories of strategic management at home and abroad, this paper combines the commonness of state-owned investment companies in our country and the organizational management, resource conditions, enterprise capability of Yantai Chengyu Investment Co., Ltd. The macro environment, including political environment, economic environment, social environment and technological environment, is studied by means of PEST analysis, competitive environment is studied by Porter's five-force analysis model, and its advantages, disadvantages and opportunities are studied by SWOT analysis. On the basis of analyzing the situation of Yantai Chengyu Investment Co., Ltd., from the aspects of corporate governance, investment operation, talent development and capital operation, This paper also suggests that Yantai Chengyu Investment Co., Ltd. should introduce strategic investors, establish a new supervision system, and strengthen the construction of human resources. The establishment of comprehensive performance management indicators, building a harmonious and progressive corporate culture and other aspects of the work, At the same time, this paper suggests that Yantai Chengyu Investment Co., Ltd. should first reform the corporate governance structure through equity diversification reform to increase the company's right to operate autonomously. Then carry on the implementation to the other strategic level. This article aims at the common characteristics of the state-owned investment companies in theory, and provides a certain strategic model for its future development. It is hoped that some of the theories can provide some references for the development strategy formulation and future reform practice of other state-owned investment companies.
【學(xué)位授予單位】：中國(guó)海洋大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2012
【分類(lèi)號(hào)】：F832.39;F272

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