本文選題：創(chuàng)業(yè)投資 + 目標集聚戰(zhàn)略��； 參考：《復(fù)旦大學(xué)》2012年碩士論文

【摘要】：受益于中小板、創(chuàng)業(yè)板的設(shè)立等措施帶來的中國股票市場的不斷完善,近10年來,創(chuàng)業(yè)投資在中國獲得了迅猛發(fā)展。作為私募股權(quán)投資的一個分支,由于其對經(jīng)濟發(fā)展,尤其是對高技術(shù)產(chǎn)業(yè)的顯著推動作用,創(chuàng)業(yè)投資得到了國家以及各級政府的熱情支持,紛紛成立創(chuàng)業(yè)投資引導(dǎo)基金扶持發(fā)展。同時,也吸引大量資本打著創(chuàng)業(yè)投資的旗號進入,導(dǎo)致整個行業(yè)處于白熱化的競爭階段。對各個創(chuàng)業(yè)投資管理公司來講,如何在競爭中采取合適的戰(zhàn)略,是關(guān)乎企業(yè)持久性發(fā)展的重大決策；競爭戰(zhàn)略的選擇與正確實施直接關(guān)系著企業(yè)能否生存、壯大。上海浦金投資管理公司作為一家成立不久的創(chuàng)業(yè)投資管理公司,在自身資源方面具有一定的優(yōu)勢,但在面對激烈的競爭時,這些還是遠遠不夠的；如果要繼續(xù)發(fā)展壯大,在行業(yè)中有一席之地,制定契合自身特點的競爭戰(zhàn)略并盡快實施是十分必要的。本文就是基于這樣的現(xiàn)實需求,在充分分析企業(yè)內(nèi)、外部的競爭環(huán)境基礎(chǔ)上,制定了上海浦金投資管理公司未來發(fā)展所采用的目標集聚戰(zhàn)略規(guī)劃。 本文共分七章：第一章介紹了公司背景、研究意義、邏輯框架、研究方法和可能的貢獻與不足；第二章對投資行業(yè)、目標集聚戰(zhàn)略、企業(yè)競爭戰(zhàn)略等基本概念作了解釋；第三章對浦金公司的外部競爭環(huán)境進行了詳細分析,并運用PEST框架、價值鏈理論、產(chǎn)業(yè)生命周期模型、波特的“五力競爭模型”對浦金公司進行了分析,明確了浦金公司的自身定位；第四章采用資源基礎(chǔ)理論對浦金公司的內(nèi)部有形資源、無形資源及能力進行了分析,運用VRIO框架分析確定了核心資源；第五章采用SWOT模型分析了浦金公司的優(yōu)勢、劣勢、機會和威脅,對總成本領(lǐng)先戰(zhàn)略、差異化戰(zhàn)略和目標集聚戰(zhàn)略進行了比較,確定了目標集聚戰(zhàn)略為公司所選擇的最優(yōu)戰(zhàn)略；第六章從募集資金、人力資源、項目來源、投后管理、社會資源等五個方面分析了浦金公司目標集聚戰(zhàn)略的實施；第七章是對全文的總結(jié)并提出了進一步的研究方向。 本文以上海浦金投資管理公司為例,理論結(jié)合實踐,力圖說明創(chuàng)業(yè)投資管理機構(gòu)如何實施目標集聚戰(zhàn)略。期望通過研究,不但為上海浦金投資管理公司的下一步發(fā)展提供指導(dǎo),使公司在激烈的市場競爭中取得一席之地；如果能為中國本土的創(chuàng)業(yè)投資管理機構(gòu)提供借鑒,探索一條適合中國國情的創(chuàng)業(yè)投資管理機構(gòu)競爭戰(zhàn)略,那對筆者來講也是意外收獲,那么對整個行業(yè)的發(fā)展也能起到促進作用。當然,本文所提出的戰(zhàn)略規(guī)劃是在特殊的現(xiàn)實背景下才有效的,如果環(huán)境發(fā)生改變,這就需要公司根據(jù)實際情況,對公司戰(zhàn)略提出一定的調(diào)整和修改。
[Abstract]:Thanks to the establishment of the small and medium board and the establishment of the gem, the Chinese stock market has been continuously improved. In the past 10 years, venture capital has developed rapidly in China. As a branch of private equity investment, because of its significant role in promoting economic development, especially the high-tech industry, venture capital has received enthusiastic support from the state and governments at all levels. Set up venture capital to guide fund to support development one after another. At the same time, attract a lot of capital in the name of venture capital, resulting in the whole industry in a white-hot stage of competition. For every venture capital management company, how to adopt the appropriate strategy in the competition is an important decision of the enterprise's sustainable development, and the choice of the competition strategy and the correct implementation are directly related to the survival and growth of the enterprise. As a newly established venture capital management company, Shanghai Purkin Investment Management Company has certain advantages in terms of its own resources, but in the face of fierce competition, these are far from enough; if we want to continue to develop and grow, Have a place in the industry, it is very necessary to establish competitive strategy that suits their own characteristics and implement it as soon as possible. On the basis of analyzing the internal and external competition environment, this paper formulates the target agglomeration strategic plan for the future development of Shanghai Purkin Investment Management Company. This paper is divided into seven chapters: the first chapter introduces the company background, research significance, logical framework, research methods and possible contributions and deficiencies, the second chapter of the investment industry, target agglomeration strategy, enterprise competition strategy and other basic concepts are explained. The third chapter makes a detailed analysis of the external competitive environment of Pu Jin Company, and analyzes the Purkin Company by using pest framework, value chain theory, industry life cycle model and Porter's "five Forces Competition Model". The fourth chapter analyzes the internal tangible resources, intangible resources and capability of Pu Jin Company, and determines the core resources by VRIO framework. In the fifth chapter, SWOT model is used to analyze the advantages, disadvantages, opportunities and threats of Pu Jin Company. It compares the total cost leading strategy, the differentiation strategy and the target agglomeration strategy, and determines the optimal strategy chosen by the company. The sixth chapter analyzes the implementation of the goal agglomeration strategy of Pu Jin Company from five aspects: raising funds, human resources, project sources, post-investment management, social resources, etc. The seventh chapter summarizes the full text and puts forward the further research direction. Taking Shanghai Purkin Investment Management Company as an example, this paper tries to explain how the venture capital management organization implements the target agglomeration strategy by combining theory with practice. It is hoped that the research will not only provide guidance for the further development of Shanghai Purkin Investment Management Company, and enable the company to gain a place in the fierce market competition; if it can provide a reference for the local venture capital management organizations in China, It is also an unexpected gain for the author to explore a competitive strategy of venture capital management institutions suitable for China's national conditions, which can also promote the development of the whole industry. Of course, the strategic planning proposed in this paper is only effective under the special realistic background. If the environment changes, it needs the company to put forward some adjustments and modifications to the company strategy according to the actual situation.
【學(xué)位授予單位】：復(fù)旦大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2012
【分類號】：F832.39;F272

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