發(fā)布時(shí)間：2018-06-30 02:21

  本文選題：事業(yè)部 + 發(fā)展戰(zhàn)略��； 參考：《中南大學(xué)》2013年碩士論文

【摘要】：：ZY公司屬于傳統(tǒng)的冶煉行業(yè),新材料事業(yè)部作為其下屬部門是2005年為探索企業(yè)轉(zhuǎn)型成立的,目的是想培養(yǎng)成利潤增長點(diǎn),新產(chǎn)品孵化器。但目前集團(tuán)公司每年基本上只確定銷售收入和利潤目標(biāo),事業(yè)部管理層也只努力完成年度目標(biāo)。在外部環(huán)境急劇變化的今天,事業(yè)部管理層很少思考綜合內(nèi)部資源的優(yōu)勢、劣勢,外部機(jī)會(huì)和威脅,形成明確的發(fā)展戰(zhàn)略,以促使新材料事業(yè)部可持續(xù)發(fā)展,本課題的研究希望能結(jié)合事業(yè)部實(shí)際情況為事業(yè)部制定合適的發(fā)展戰(zhàn)略。 本文第一章介紹了國內(nèi)外企業(yè)發(fā)展戰(zhàn)略研究的現(xiàn)狀及本文所使用的主要研究方法。第二章介紹了企業(yè)發(fā)展戰(zhàn)略所用的理論基礎(chǔ),包括PEST法、波特五力模型、SWOT法、波士頓矩陣、外部因素評價(jià)矩陣、內(nèi)部因素評價(jià)矩陣、定量戰(zhàn)略計(jì)劃矩陣、波特發(fā)展戰(zhàn)略理論等。 第三章首先通過PEST法從四個(gè)層面進(jìn)行剖析事業(yè)部外部環(huán)境(政治法律環(huán)境、社會(huì)文化環(huán)境、經(jīng)濟(jì)環(huán)境、技術(shù)環(huán)境)。分析表明,國家鼓勵(lì)支持主營產(chǎn)品ITO靶材的快速發(fā)展及其在高端領(lǐng)域替代國外產(chǎn)品；經(jīng)濟(jì)文化環(huán)境方面,新材料事業(yè)部處于非常有利的發(fā)展時(shí)期；技術(shù)環(huán)境方面,主營產(chǎn)品ITO靶材生產(chǎn)技術(shù)已遠(yuǎn)遠(yuǎn)落后于競爭對手,面臨巨大的革新壓力。其次通過波特五力模型分析事業(yè)部產(chǎn)品所處行業(yè)的競爭結(jié)構(gòu),認(rèn)識到各產(chǎn)品均有較激烈的競爭,替代品暫時(shí)沒有,購買者影響力強(qiáng),供應(yīng)商議價(jià)能力一般。 第四章通過波士頓矩陣分析了目前各業(yè)務(wù)類型,初步確定事業(yè)部主要資金將投入高端ITO靶材；再從多角度分析企業(yè)內(nèi)部資源的優(yōu)勢及劣勢：通過財(cái)務(wù)數(shù)據(jù)分析,發(fā)現(xiàn)存在研發(fā)投入較低、資產(chǎn)收益率低、不良庫存居高不下等問題；通過人力資源研究,發(fā)現(xiàn)事業(yè)部人力資源基礎(chǔ)較好,但生產(chǎn)高端ITO靶材還缺乏一些專有人才,激勵(lì)機(jī)制有效性不足；生產(chǎn)管理能力方面存在品管控制能力弱,及時(shí)供貨能力差等問題；營銷方面面臨營銷方式陳舊、售后服務(wù)工作質(zhì)量不高等問題。 第五章通過EFEM矩陣、IFEM矩陣、SWOT矩陣、QSPM矩陣對企業(yè)內(nèi)部優(yōu)勢和劣勢、外部機(jī)會(huì)和威脅進(jìn)行總體分析,制定了新材料事業(yè)部的發(fā)展戰(zhàn)略,包括業(yè)務(wù)發(fā)展戰(zhàn)略、生產(chǎn)戰(zhàn)略、人力資源戰(zhàn)略、營銷戰(zhàn)略、財(cái)務(wù)戰(zhàn)略、科技戰(zhàn)略；重點(diǎn)分析了各業(yè)務(wù)戰(zhàn)略,提出了低端ITO靶材采取收縮戰(zhàn)略；高端ITO靶材采取快速增長戰(zhàn)略,資金集中于高端ITO靶材；HIP業(yè)務(wù)采取差異化的收縮戰(zhàn)略；鉻靶材采取適度增長戰(zhàn)略。 第六章提出實(shí)施戰(zhàn)略的方案及幾點(diǎn)重要保障措施。通過制定實(shí)施方案確保戰(zhàn)略有效執(zhí)行；建立平衡計(jì)分卡體系形成新的有效的激勵(lì)機(jī)制；形成的新的組織結(jié)構(gòu)來適應(yīng)快速變化的市場；強(qiáng)化市場營銷持續(xù)提高顧客滿意度；實(shí)現(xiàn)人本管理加強(qiáng)企業(yè)文化提升軟實(shí)力。 通過本課題的研究,一方面提高了對企業(yè)戰(zhàn)略管理重要性的認(rèn)識,另一方面在解決新材料事業(yè)部問題的同時(shí),希望對類似的國企事業(yè)部或子公司制定發(fā)展戰(zhàn)略有借鑒作用。
[Abstract]:The Company belongs to the traditional smelting industry , and the new material division , as its subordinate department , is established in 2005 to explore the transformation of the enterprise . The aim is to cultivate the profit growth point and the new product incubator . However , the management of the Division has only made efforts to complete the annual target . However , the management of the Division has seldom considered the advantages , disadvantages , external opportunities and threats of the integrated internal resources every year . In order to promote the sustainable development of the new material division , the research of this subject hopes to develop the appropriate development strategy for the Division in conjunction with the actual situation of the Division .

The first chapter introduces the present situation of enterprise development strategy research at home and abroad and the main research methods used in this paper . The second chapter introduces the theoretical basis of enterprise development strategy , including PEST method , Porter ' s five - force model , SWOT method , Boston matrix , external factor evaluation matrix , internal factor evaluation matrix , quantitative strategic planning matrix , Porter ' s development strategy theory , etc .

Chapter three analyzes the external environment ( political legal environment , social culture environment , economic environment and technology environment ) from four aspects through PEST method . The analysis shows that the state encourages the rapid development of ITO target materials and the substitution of foreign products in high - end areas .
In the economic and cultural environment , the new material division is in a very favorable development period ;
In the aspect of technology environment , the production technology of ITO target materials for the main products has lagged far behind the competitors and faced tremendous innovation pressure . Secondly , the competitive structure of the industry in the division ' s products is analyzed through Porter ' s five - force model , and it is recognized that each product has more intense competition , the substitute is not temporarily , the influence of the purchaser is strong , and the bargaining power of the supplier is general .

Chapter 4 analyzes the current types of business through the Boston matrix , and preliminarily determines that the main funds of the Division will be put into the high - end ITO target material ;
Then the advantages and disadvantages of internal resources of enterprises are analyzed from multi - angle : through financial data analysis , the problems such as low investment in R & D investment , low yield of assets and high level of poor inventory are found .
Through human resource research , it is found that the human resources basis of the Division is better , but the production of high - end ITO target material also lacks some proprietary talents , and the incentive mechanism is insufficient ;
There are problems such as weak quality control ability and poor quality of supply in production and management capability ;
The marketing methods are old , after - sale service quality is not high .

In the fifth chapter , through the EFEM matrix , IFEM matrix , SWOT matrix and QSPM matrix , the internal advantages and disadvantages , external opportunities and threats of enterprises are analyzed , and the development strategy of the new material division is formulated , including business development strategy , production strategy , human resource strategy , marketing strategy , financial strategy and technology strategy ;
The strategy of each business is analyzed , and the shrinking strategy of low - end ITO target is put forward .
The high - end ITO target adopts the rapid growth strategy , and the funds are concentrated on the high - end ITO target material ;
The HIP service adopts differentiated contraction strategy ;
The chromium target adopts moderate growth strategy .

Chapter 6 proposes the implementation strategy plan and some important safeguard measures , and ensure the effective implementation of the strategy through the implementation of the implementation plan ;
establishing a balanced scorecard system to form a new effective incentive mechanism ;
the new organizational structure formed to adapt to rapidly changing markets ;
Strengthen marketing to continuously improve customer satisfaction ;
The realization of human - based management should strengthen the enterprise culture and enhance the soft power .

Through the research of the subject , on the one hand , the awareness of the importance of the strategic management of the enterprise is improved , and on the other hand , it is hoped that the development strategy of similar state - owned enterprise divisions or subsidiaries can be used for reference while solving the problems of the new material division .
【學(xué)位授予單位】：中南大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F426.3

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本文編號：2084429