本文選題：企業(yè)戰(zhàn)略管理　切入點(diǎn)：中建材集團(tuán)進(jìn)出口公司　出處：《首都經(jīng)濟(jì)貿(mào)易大學(xué)》2013年碩士論文　論文類型：學(xué)位論文

【摘要】：本文以中建材集團(tuán)進(jìn)出口公司為研究對象，運(yùn)用企業(yè)戰(zhàn)略管理理論與分析工具，對其發(fā)展戰(zhàn)略做了較為細(xì)致的實(shí)證性研究。 中建材集團(tuán)進(jìn)出口公司背靠集團(tuán)母公司——建材行業(yè)中的旗艦企業(yè)，大型央企——中國建筑材料集團(tuán)，在成立的十幾年間，經(jīng)歷了市場的風(fēng)云變幻，并抓住新世紀(jì)之初的大好歷史機(jī)遇，一步步發(fā)展壯大，成為主營業(yè)務(wù)收入近千億元的大型企業(yè)。 近年來，隨著世界經(jīng)濟(jì)危機(jī)和金融危機(jī)的不斷深化，導(dǎo)致全球性的需求衰減，使我國的外貿(mào)企業(yè)陷入極為不利的局面，尤其是國有外貿(mào)型企業(yè)由于自身機(jī)制等原因，更是在發(fā)展中呈現(xiàn)出后繼乏力的情形。當(dāng)然這與整體的宏觀環(huán)境有關(guān)，但也與企業(yè)自身適應(yīng)能力不強(qiáng)，業(yè)務(wù)層與職能層管理脫節(jié)，以及缺乏正確的發(fā)展戰(zhàn)略有關(guān)。中建材集團(tuán)進(jìn)出口公司在近幾年的經(jīng)營活動(dòng)中也逐漸暴露出了一些問題。如何有效的解決這些問題，并在全球經(jīng)濟(jì)復(fù)蘇與中國經(jīng)濟(jì)轉(zhuǎn)型的歷史背景下及時(shí)抓住機(jī)遇，促使公司的發(fā)展翻開嶄新的一頁，是公司面臨的當(dāng)務(wù)之急。 本人運(yùn)用在MBA的學(xué)習(xí)過程中掌握的企業(yè)戰(zhàn)略管理的相關(guān)理論知識(shí)和分析工具，結(jié)合在實(shí)際工作中積累的工作經(jīng)驗(yàn)，在本文中對中建材集團(tuán)進(jìn)出口公司未來的發(fā)展戰(zhàn)略進(jìn)行了研判。 本文共分六個(gè)部分。第一章為引言。首先論述了本文研究的背景；其次探討了本文寫作的理論意義與現(xiàn)實(shí)意義，即將西方企業(yè)戰(zhàn)略管理思想與中國企業(yè)實(shí)際情況相結(jié)合，對發(fā)展具有中國特色的企業(yè)戰(zhàn)略管理理論與分析方法有一定的參考意義；最后對本文所采用的研究方法及研究思路做了簡要介紹。 第二章，對企業(yè)戰(zhàn)略管理的相關(guān)理論做了概述。首先探尋了企業(yè)戰(zhàn)略管理理論的起源與定義，其次對企業(yè)戰(zhàn)略管理的實(shí)施過程進(jìn)行了探討，概述了它所包含的三個(gè)階段的主要內(nèi)容，最后對戰(zhàn)略管理中兩種比較重要的分析工具做了簡要說明。 第三章，筆者運(yùn)用宏觀環(huán)境分析和波特的五力競爭模型這兩個(gè)外部環(huán)境分析的工具，對中建材集團(tuán)進(jìn)出口公司所處的宏觀外部環(huán)境、行業(yè)競爭環(huán)境分別進(jìn)行了富有針對性的分析。 第四章，運(yùn)用戰(zhàn)略能力及基本價(jià)值鏈這兩個(gè)分析工具對公司自身所具有的戰(zhàn)略發(fā)展?jié)摿皸l件進(jìn)行了分析、總結(jié)。 第五章，，首先確定了中建材集團(tuán)進(jìn)出口公司企業(yè)戰(zhàn)略指導(dǎo)思想，即需要符合公司使命、公司愿景以及母公司的戰(zhàn)略目標(biāo)；其次采用SWOT分析工具，結(jié)合公司發(fā)展戰(zhàn)略演變歷程的回顧，提出了公司不同層面所需要選擇的發(fā)展戰(zhàn)略，并對戰(zhàn)略實(shí)施所需要的保障措施進(jìn)行了理論探討。 最后為結(jié)論部分，對本文進(jìn)行了總結(jié)并指出了本研究的不足之處和今后的研究方向.
[Abstract]:This paper takes China Building Materials Group Import and Export Corporation as the research object, and makes a detailed empirical study on its development strategy by using the enterprise strategic management theory and analysis tools. China Building Materials Group Import and Export Corporation, backed by its parent company, the flagship enterprise in the building materials industry, the large state-owned enterprise, the China Construction Materials Group, has experienced changes in the market in the past decade or so. And seize the great historical opportunity at the beginning of the new century, step by step development, become the main business revenue of nearly 100 billion yuan of large enterprises. In recent years, with the deepening of the world economic crisis and the financial crisis, the global demand has declined, and the foreign trade enterprises of our country have fallen into an extremely disadvantageous situation, especially the state-owned foreign trade enterprises because of their own mechanism and other reasons. Of course, it has something to do with the overall macro environment, but it is also related to the weak adaptability of the enterprise itself, and the disconnection between the business level and the functional level management. And the lack of a correct development strategy. China Building Materials Group Import and Export Corporation has gradually exposed some problems in its business activities in recent years. How to solve these problems effectively? And under the historical background of global economic recovery and China's economic transformation, it is urgent for the company to seize the opportunity in time, and to promote the development of the company to turn a new page. I use the relevant theoretical knowledge and analysis tools of enterprise strategic management in the course of MBA learning, combined with the work experience accumulated in the actual work, In this paper, the future development strategy of China Building Materials Group Import and Export Company is studied. This paper is divided into six parts. The first chapter is the introduction. Firstly, it discusses the background of this paper, and then discusses the theoretical and practical significance of this paper, that is, the combination of western enterprise strategic management thinking and the actual situation of Chinese enterprises. It has certain reference significance to the development of the enterprise strategic management theory and analysis method with Chinese characteristics. Finally, the research methods and research ideas adopted in this paper are briefly introduced. In the second chapter, the related theories of enterprise strategic management are summarized. Firstly, the origin and definition of enterprise strategic management theory are explored, and then the implementation process of enterprise strategic management is discussed. In this paper, the main contents of three stages are summarized, and two important analytical tools in strategic management are briefly described. In the third chapter, the author makes use of the macro environment analysis and Porter's five forces competition model to analyze the external environment of China Building Materials Group Import and Export Corporation. The industry competition environment has carried on the rich pertinence analysis separately. In Chapter 4th, the author analyzes the strategic development potential and conditions of the company by using the strategic capability and the basic value chain. In chapter 5th, we first define the guiding ideology of the enterprise strategy of China Building Materials Group Import and Export Corporation, that is, we need to conform to the mission, company vision and the strategic objectives of the parent company. Secondly, we use the SWOT analysis tool. Based on the review of the evolution course of the company's development strategy, this paper puts forward the development strategies which need to be selected in different levels of the company, and probes into the safeguard measures needed for the implementation of the strategy. The last part is the conclusion, and points out the deficiency of this study and the future research direction.
【學(xué)位授予單位】：首都經(jīng)濟(jì)貿(mào)易大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F272;F426.92

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本文編號(hào)：1600451