本文關(guān)鍵詞：D公司的產(chǎn)品多元化和縱向一體化戰(zhàn)略　出處：《天津大學(xué)》2013年碩士論文　論文類型：學(xué)位論文

  更多相關(guān)文章： 電子行業(yè) 戰(zhàn)略管理 戰(zhàn)略變革 SWOT分析 IFE矩陣

【摘要】：D公司是一間澳大利亞全資擁有的集團(tuán)公司，她以最初的電視系統(tǒng)產(chǎn)品的代理銷售起家，并以卓越的投資目光意識(shí)到實(shí)業(yè)對(duì)于其長(zhǎng)遠(yuǎn)，，安全發(fā)展的高度重要性，進(jìn)而收購(gòu)了其主要的一家位于中國(guó)的制造型供應(yīng)商，開始其作為一個(gè)實(shí)業(yè)商業(yè)體的運(yùn)作。 在D公司成長(zhǎng)發(fā)展的初期，全球經(jīng)濟(jì)正值蓬勃欣榮，而此時(shí)D公司的產(chǎn)品線過(guò)于狹窄，營(yíng)業(yè)額非常低，產(chǎn)品利潤(rùn)空間也非常地有限，如何抓住時(shí)代賦予的機(jī)遇，拓寬公司的產(chǎn)品生產(chǎn)線，增加企業(yè)的營(yíng)業(yè)額并提高公司的總利潤(rùn)成為了企業(yè)在這一時(shí)期的主要任務(wù)。而時(shí)隔三年，全球經(jīng)濟(jì)環(huán)境陷于極度惡化中，相反D公司則已經(jīng)積累了一定的發(fā)展資金及人才儲(chǔ)備，如何在這種金融危機(jī)的時(shí)期繼續(xù)D公司的擴(kuò)張發(fā)展，便又成為了D公司是否需要戰(zhàn)略變革，及采取何種新戰(zhàn)略的重要考驗(yàn)。 本文通過(guò)對(duì)D公司的經(jīng)營(yíng)現(xiàn)狀及發(fā)展定位的深入分析，并結(jié)合D公司所面臨的宏觀經(jīng)濟(jì)環(huán)境，產(chǎn)業(yè)與競(jìng)爭(zhēng)狀況等外部環(huán)境分析以及對(duì)于D公司內(nèi)部的資源與能力分析，參考產(chǎn)品多元化及縱向一體化的戰(zhàn)略理論知識(shí)，綜合運(yùn)用PEST分析，五力分析模型，EFE矩陣，IFE矩陣，IFE矩陣及QSPM矩陣分析等多種工具，探討了D公司在兩個(gè)不同的經(jīng)濟(jì)時(shí)期，產(chǎn)品多元化及縱向一體化戰(zhàn)略對(duì)于D公司的發(fā)展可行性，同時(shí)闡述了戰(zhàn)略變革的重要性及主要的起因。 本文的結(jié)構(gòu)主體分為三部分，第一部分由第一，二章構(gòu)成，該部分介紹了本論文的選題背景，研究的目的范圍以及論文的結(jié)構(gòu)方法安排等，另外還簡(jiǎn)單介紹了與論文存在密切關(guān)聯(lián)的相關(guān)的戰(zhàn)略理論知識(shí)，而文中的第三，四，五章則構(gòu)成了本文的核心部分，在這里我們通過(guò)多種戰(zhàn)略分析工具的綜合運(yùn)用，確定了D公司的早期發(fā)展戰(zhàn)略及具體的實(shí)施方案和步驟，并在D公司的外部環(huán)境因素中的經(jīng)濟(jì)環(huán)境發(fā)生了重大變化后，論述了D公司進(jìn)行戰(zhàn)略變革的必要性及需要進(jìn)行變革的方向，結(jié)論部分為本文的第六章，該章節(jié)總結(jié)了論文的局限性與論述中的不足之處，并對(duì)今后的戰(zhàn)略研究的方向提出了作者的展望。
[Abstract]:D company is a wholly owned company in Australia, she started the first television system product sales agent, and excellent investment to realize industry for its long-term vision, the importance of safe development, and then bought a home in Chinese manufacturing main supplier, began as an industrial business operation.
At the early stage of growth and development in D company, the global economy is booming while Xin Rong, D company's product line is too narrow, the turnover is very low, the product profit space is very limited, how to seize the opportunity given by the times, broaden the production line of the company's products, increase the turnover of enterprises and increase the total profit of the company has become the main the task in this period. But after a lapse of three years, the global economic environment has worsened, instead of D company has accumulated a certain development capital and talent reserves, how to continue D's expansion in this financial crisis, it has become a D if you need a strategic change, and take an important what kind of new test strategy.
This paper deeply analyses the operating situation and development orientation of D company, and D company faced with the macroeconomic environment, industry and competition situation analysis of the external environment and resource and capability analysis for D company's strategy theory for reference product diversification and vertical integration, the integrated use of PEST analysis, five forces analysis model, EFE matrix, IFE matrix, IFE matrix and QSPM matrix of various tools of analysis, discusses the D companies in two different economic period, product diversification and vertical integration strategy for the development of the feasibility of D, and expounds the importance of strategic change and the main causes.
The main structure of this paper is divided into three parts. The first part consists of first, second chapters, this part introduces the research background, research purpose and scope of the structure arrangement, also a brief introduction of closely related with the existence of related strategic theory knowledge, the text of the third, fourth, five chapter the core part of this paper, here we use tools through a variety of strategic analysis, to determine the D's early development strategy and specific implementation plan and steps, and great changes have taken place in the external environment of D company in the economic environment, discusses the necessity of D company strategic change and to change the direction, the conclusion part is the sixth chapter, this chapter summarizes the shortcomings of the limitations of the thesis and discuss the future research and the strategic direction is put forward The author's outlook.

【學(xué)位授予單位】：天津大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F416.6;F272

【參考文獻(xiàn)】

相關(guān)期刊論文 前1條

1 張黎明,劉艷梅;企業(yè)戰(zhàn)略變革的類型分析[J];西南民族大學(xué)學(xué)報(bào)(人文社科版);2004年04期

本文編號(hào)：1380943