本文關(guān)鍵詞：B公司戰(zhàn)略制定研究　出處：《大連理工大學(xué)》2013年碩士論文　論文類型：學(xué)位論文

  更多相關(guān)文章： 環(huán)境分析 戰(zhàn)略制定 戰(zhàn)略地圖 SWOT分析

【摘要】：企業(yè)戰(zhàn)略是企業(yè)面向發(fā)展,考慮未來,為尋求和維持持久競爭優(yōu)勢而做出的有關(guān)全局的策劃和謀略。企業(yè)如果沒有戰(zhàn)略管理,它必將是個(gè)即將消失的企業(yè)；企業(yè)如果忽略戰(zhàn)略管理,它必將是個(gè)滯后發(fā)展的企業(yè)。 B公司作為以燃?xì)廨啓C(jī)成套、工程服務(wù)為支柱的企業(yè),自2008年改制以來,取得了長足的發(fā)展。特別是近三年來實(shí)現(xiàn)了一年一大步跨越式發(fā)展,但在發(fā)展中不可避免地存在諸多問題,這些問題影響了企業(yè)改革發(fā)展的穩(wěn)定,也暴露出企業(yè)在戰(zhàn)略管理上存在著認(rèn)識(shí)不足,戰(zhàn)略落地困難,廣大干部職工對企業(yè)戰(zhàn)略不重視等問題,因此必須從戰(zhàn)略管理的角度去研究。 本文根據(jù)企業(yè)管理最新理論,采用PEST宏觀環(huán)境分析工具盒波特五力模型分析工具,對燃?xì)廨啓C(jī)產(chǎn)業(yè)環(huán)境、內(nèi)部資源進(jìn)行深入細(xì)致的分析,進(jìn)而通過SWOT分析方法制定出B公司的戰(zhàn)略規(guī)劃。即通過專業(yè)化整合,集中中航工業(yè)的燃機(jī)資源,形成集中競爭優(yōu)勢,同時(shí)將“為世界發(fā)展貢獻(xiàn)動(dòng)力”作為企業(yè)使命；“成為高端的燃機(jī)系統(tǒng)集成供應(yīng)商和服務(wù)商”確定為企業(yè)愿景,“兩融、三新、五化、十億”作為企業(yè)戰(zhàn)略目標(biāo)實(shí)施方案,B公司企業(yè)戰(zhàn)略的制定為企業(yè)的發(fā)展指明了方向。 在戰(zhàn)略落地上,本文論述了B公司正在使用的綜合平衡計(jì)分卡工具在戰(zhàn)略實(shí)施方面的探索,對如何利用綜合平衡計(jì)分卡實(shí)現(xiàn)戰(zhàn)略落地進(jìn)行了初步探索。
[Abstract]:Enterprise strategy is an enterprise facing to development, considering the future, seeking and maintaining a lasting competitive advantage in order to make the overall planning and strategy. If the enterprise does not have strategic management, it will be a vanishing enterprise. If enterprises ignore strategic management, it will be a lagging enterprise. Company B, as a gas turbine complete set, engineering services as the pillar of the enterprise, since 2008, has made great progress, especially in the past three years to achieve a great leap forward development. However, there are inevitably many problems in the development, these problems affect the stability of enterprise reform and development, but also exposed the lack of understanding of strategic management, strategic landing difficulties. The cadres and workers do not attach importance to the enterprise strategy, so we must study it from the angle of strategic management. According to the latest theory of enterprise management, this paper uses the PEST macro environment analysis tool box Porter five-force model analysis tool to analyze the gas turbine industry environment and internal resources in detail. Then through the SWOT analysis method to draw up the strategic plan of B company, that is to say, through the specialized integration, centralize the gas engine resources of China Aviation Industry, form the centralized competitive advantage. At the same time, "contribute to the development of the world" as the mission of the enterprise; "become a high-end gas turbine system integration supplier and service provider" is defined as the enterprise vision, "two, three new, five, 1 billion" as the implementation of the enterprise strategic objectives. The formulation of company B's enterprise strategy points out the direction for the development of the enterprise. On the ground of strategic fall, this paper discusses the exploration of the strategic implementation of the comprehensive balanced scorecard tool used in company B, and makes a preliminary exploration on how to use the comprehensive balanced scorecard to realize the strategic landing.
【學(xué)位授予單位】：大連理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F272;F426.4

【參考文獻(xiàn)】

相關(guān)期刊論文 前3條

1 譚忠富;練筆戰(zhàn);孫保軍;李新國;;關(guān)于我國電力企業(yè)實(shí)施多元化經(jīng)營的討論[J];電力技術(shù)經(jīng)濟(jì);2000年06期

2 王力生;抓緊搞好存續(xù)企業(yè)的體制設(shè)計(jì)[J];石油企業(yè)管理;2002年03期

3 王明夫;劉元志;;建設(shè)全球化企業(yè)——國外藍(lán)籌公司啟示錄之九[J];中外管理;2005年02期

，

本文編號(hào)：1406300