發(fā)布時(shí)間：2018-04-22 22:17

  本文選題：戰(zhàn)略管理 + 電力　； 參考：《復(fù)旦大學(xué)》2013年碩士論文

【摘要】：中國從計(jì)劃經(jīng)濟(jì)轉(zhuǎn)型市場(chǎng)經(jīng)濟(jì)的過程中,一些帶有國家壟斷性質(zhì)的行業(yè)內(nèi)企業(yè),實(shí)際上處于半計(jì)劃、半市場(chǎng)化的運(yùn)作過程中,電力行業(yè)內(nèi)的多經(jīng)企業(yè)就是其中之一。這些企業(yè)的戰(zhàn)略規(guī)劃和選擇是否科學(xué)、持續(xù),戰(zhàn)略實(shí)施是否到位,將決定企業(yè)未來前景,也決定企業(yè)每個(gè)員工的未來前景。影響企業(yè)戰(zhàn)略制定的因素較多：產(chǎn)業(yè)的差異性、企業(yè)的資源、政策、技術(shù)發(fā)展、社會(huì)環(huán)境等等,影響因素的多樣性決定了戰(zhàn)略制定和選擇的復(fù)雜性。中國企業(yè)群體接受市場(chǎng)經(jīng)濟(jì)洗禮的時(shí)間還比較短,面臨外部環(huán)境的不穩(wěn)定性以及內(nèi)部環(huán)境的特殊性等情況時(shí),企業(yè)往往缺少標(biāo)桿,戰(zhàn)略制定過程更加復(fù)雜和充滿變數(shù)。本文通過理論研究,以一個(gè)典型的集體企業(yè)在面對(duì)新形勢(shì)下的戰(zhàn)略決策過程為研究對(duì)象,將理論和實(shí)踐結(jié)合,力求對(duì)同類企業(yè)戰(zhàn)略制定過程有所借鑒意義。本文首先對(duì)戰(zhàn)略理論進(jìn)行學(xué)習(xí)和總結(jié),提出從企業(yè)角度出發(fā),完整的戰(zhàn)略管理過程應(yīng)該包括三部分：發(fā)展戰(zhàn)略、競(jìng)爭(zhēng)戰(zhàn)略和具體的戰(zhàn)略,其中,發(fā)展戰(zhàn)略是企業(yè)戰(zhàn)略的基礎(chǔ),而競(jìng)爭(zhēng)戰(zhàn)略是企業(yè)戰(zhàn)略的核心內(nèi)容,尤其是對(duì)于業(yè)務(wù)模式穩(wěn)定尋求突破的企業(yè)來說,更加重要；而戰(zhàn)略舉措則是保證實(shí)現(xiàn)戰(zhàn)略目標(biāo)的實(shí)際措施。根據(jù)本文總結(jié)的理論框架,通過對(duì)思瀾電力內(nèi)外部環(huán)境以及競(jìng)爭(zhēng)力結(jié)構(gòu)的分析,認(rèn)為思瀾電力的發(fā)展戰(zhàn)略應(yīng)該是實(shí)體化轉(zhuǎn)型,而競(jìng)爭(zhēng)戰(zhàn)略則應(yīng)該選擇差異化戰(zhàn)略。發(fā)展戰(zhàn)略是思瀾電力新形勢(shì)下的選擇,也是新形勢(shì)的要求,而競(jìng)爭(zhēng)戰(zhàn)略則是綜合分析思瀾電力資源匹配、風(fēng)險(xiǎn)大小、對(duì)抗五種競(jìng)爭(zhēng)力有效性等三個(gè)方面,選擇的最適合企業(yè)的競(jìng)爭(zhēng)戰(zhàn)略。本文還結(jié)合思瀾電力的實(shí)際情況,對(duì)思瀾電力發(fā)展戰(zhàn)略和競(jìng)爭(zhēng)戰(zhàn)略進(jìn)一步闡釋,明確了管理目標(biāo)和思路,并在此基礎(chǔ)上制定了一系列措施,確保戰(zhàn)略目標(biāo)達(dá)成。本文通過對(duì)戰(zhàn)略理論的分析和研究,以企業(yè)微觀決策者的視角,總結(jié)出具有可操作性戰(zhàn)略管理的理論框架,并將該理論框架用于企業(yè)實(shí)踐,為同類型企業(yè)的戰(zhàn)略管理提供了參考。
[Abstract]:In the process of China's transition from planned economy to market economy, some enterprises with the nature of state monopoly are actually in the process of semi-planned and semi-market-oriented operation, among which the multi-economic enterprises in the electric power industry are one of them. Whether the strategic planning and selection of these enterprises is scientific, sustainable, and whether the implementation of the strategy is in place will determine the future prospects of the enterprises and the future prospects of each employee. There are many factors that influence enterprise strategy making: industry difference, enterprise resource, policy, technology development, social environment and so on. The diversity of influencing factors determines the complexity of strategy formulation and choice. The time for Chinese enterprises to be baptized by market economy is relatively short. Facing the instability of external environment and the particularity of internal environment, enterprises often lack benchmarking, and the strategy making process is more complex and full of variables. In this paper, a typical collective enterprise in the face of the new situation in the strategic decision-making process as the research object, the combination of theory and practice, in order to make a similar enterprise strategy for reference. This paper first studies and summarizes the strategic theory, and puts forward that the complete strategic management process should include three parts: development strategy, competition strategy and specific strategy, among which, the development strategy is the foundation of the enterprise strategy. Competition strategy is the core content of enterprise strategy, especially for enterprises seeking breakthrough in business model stability, and strategic measures are practical measures to ensure the realization of strategic objectives. According to the theoretical framework summarized in this paper, through the analysis of the internal and external environment and competitive structure of Silan Electric Power, it is concluded that the development strategy of Silan Electric Power should be materialized and the competitive strategy should choose the differentiation strategy. The development strategy is the choice under the new situation and the requirement of the new situation, while the competition strategy is to comprehensively analyze the three aspects of the power resources matching, the risk size and the effectiveness of the five kinds of competitiveness. Choose the most suitable competitive strategy for the enterprise. Combined with the actual situation of Silan Electric Power, this paper further explains the development strategy and competition strategy of Silan Electric Power, clarifies the management objectives and ideas, and on the basis of this, formulates a series of measures to ensure the achievement of the strategic objectives. Based on the analysis and research of the strategic theory, this paper summarizes the theoretical framework of operational strategic management from the perspective of micro decision makers of enterprises, and applies the theoretical framework to the practice of enterprises. It provides a reference for the strategic management of the same type of enterprises.
【學(xué)位授予單位】：復(fù)旦大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F272;F426.6

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本文編號(hào)：1789181