發(fā)布時(shí)間：2018-07-01 11:01

  本文選題：后金融危機(jī) + 伊薩中國(guó)　； 參考：《蘭州理工大學(xué)》2013年碩士論文

【摘要】：美國(guó)次貸危機(jī)導(dǎo)致全球金融危機(jī)的爆發(fā),實(shí)體經(jīng)濟(jì)也深陷其中。企業(yè)的生產(chǎn)經(jīng)營(yíng)由繁忙迅速退向蕭條。雖然在政府、經(jīng)濟(jì)體和企業(yè)各方努力下避免了經(jīng)濟(jì)的崩潰而有所反彈,但市場(chǎng)疲軟和產(chǎn)能過(guò)剩的突出矛盾使市場(chǎng)形勢(shì)仍然悲觀和黯淡,全球經(jīng)濟(jì)進(jìn)入了修補(bǔ)金融危機(jī)破壞和市場(chǎng)調(diào)整的后金融危機(jī)時(shí)代。持續(xù)的經(jīng)濟(jì)低迷和危機(jī)前大量的改擴(kuò)建項(xiàng)目投入使企業(yè)面臨經(jīng)營(yíng)困難、難以為繼的局面,甚至危及到企業(yè)生存。 “伊薩”是一家成立于1904年的世界最著名焊接產(chǎn)品制造企業(yè)之一。經(jīng)過(guò)一百多年的持續(xù)發(fā)展,“伊薩”已經(jīng)是全球焊接產(chǎn)品供應(yīng)商的領(lǐng)導(dǎo)者和焊接權(quán)威的代名詞。全球擁有42家制造基地、5家研發(fā)中心、15家工藝中心和122家銷售管理機(jī)構(gòu)服務(wù)于5大洲超過(guò)80個(gè)國(guó)家和地區(qū)。伊薩致力于卓越的技術(shù)領(lǐng)先、優(yōu)異的質(zhì)量、在用戶身邊的服務(wù)理念、提供為客戶提升生產(chǎn)力和品質(zhì)的焊接解決方案的銷售模式、遵循“同一個(gè)地球、同樣的質(zhì)量”的質(zhì)量標(biāo)準(zhǔn)。伊薩的愿景“成為全球領(lǐng)先企業(yè)、成為客戶的首選合作伙伴,以及全球焊接與切割領(lǐng)域的權(quán)威”。 基于中國(guó)強(qiáng)大和高速增長(zhǎng)的市場(chǎng)需求、優(yōu)異的投資環(huán)境及遵循“客戶在那里,我們就在那里”的服務(wù)理念,伊薩把投資的目光聚焦在中國(guó)。金融危機(jī)前伊薩在中國(guó)建設(shè)了6家生產(chǎn)公司和一家管理及銷售公司,2008年伊薩中國(guó)銷售額為7.5億元人民幣。但突如其來(lái)的全球金融危機(jī)讓處在高速擴(kuò)張中的伊薩中國(guó)遂不及防,各生產(chǎn)企業(yè)的產(chǎn)銷量都陡然下滑。雖然在經(jīng)濟(jì)刺激政策的拉動(dòng)下伊薩中國(guó)業(yè)績(jī)有了較大的恢復(fù)。但到了后金融危機(jī)時(shí)期在持續(xù)的市場(chǎng)疲軟和競(jìng)爭(zhēng)加劇等因素影響下銷售業(yè)績(jī)?cè)俅位氐�、虧損嚴(yán)重。伊薩中國(guó)管理團(tuán)隊(duì)必須積極的采取措施與戰(zhàn)略調(diào)整來(lái)盡快從后危機(jī)中走出來(lái)。 本文通過(guò)對(duì)金融危機(jī)前伊薩中國(guó)的擴(kuò)張之路和危機(jī)中的積極應(yīng)對(duì)戰(zhàn)略的描述為鋪墊�；谄髽I(yè)戰(zhàn)略的相關(guān)理論,詳細(xì)分析了伊薩中國(guó)在后金融危機(jī)時(shí)期面臨的內(nèi)外部環(huán)境。在內(nèi)部環(huán)境分析部分,分析了伊薩中國(guó)的資源特點(diǎn)及能力情況,運(yùn)用SWOT分析法深入分析了其優(yōu)缺點(diǎn)、機(jī)遇與挑戰(zhàn)和組織管理能力；在外部環(huán)境分析部分,采用PEST模型分析了其宏觀環(huán)境,運(yùn)用波特五力模型分析了行業(yè)的環(huán)境。在此基礎(chǔ)上,提出了伊薩中國(guó)在后金融危機(jī)時(shí)代的戰(zhàn)略定位、戰(zhàn)略目標(biāo)和戰(zhàn)略決策等。
[Abstract]:The subprime mortgage crisis in the United States led to the outbreak of the global financial crisis, and the real economy is also deep in it. The production and operation of an enterprise is rapidly retreating from busy to depressed. While efforts have been made by governments, economies and businesses to avoid a collapse in the economy and rebound, the sharp contradiction between weak markets and overcapacity has left the market still pessimistic and bleak. The global economy has entered the post-financial crisis era of repairing financial crisis damage and market adjustment. The continuous economic downturn and a large amount of investment in reconstruction and expansion projects before the crisis make the enterprises face management difficulties, unsustainable situation, and even endanger the survival of enterprises. Isa is one of the world's most famous manufacturers of welding products founded in 1904. After more than 100 years of continuous development, Isa has become the leader of global welding product suppliers and the synonym of welding authority. The world has 42 manufacturing bases, 5 R & D centers, 15 craft centers and 122 sales management agencies serving more than 80 countries on 5 continents. Isa is committed to superior technology leadership, excellent quality, service philosophy around users, sales models that provide welding solutions that enhance productivity and quality for customers, and follow the "one Earth, the same quality" quality standards. Isa's vision is to be a global leader, a preferred partner for customers, and a global authority in welding and cutting. Based on China's strong and rapidly growing market demand, excellent investment environment and service philosophy of "customers are there, we are there", Issa focuses on China. Before the financial crisis Isa built six manufacturing companies and a management and sales company in China, with sales of 750 million yuan in 2008. But the sudden global financial crisis left the fast-growing Issa China unprepared, with production and sales falling sharply across the manufacturing sector. Although in the economic stimulus policy under the Isa China performance has a greater recovery. However, in the post-financial crisis period, under the influence of persistent market weakness and increased competition and other factors, sales results fell back again, resulting in heavy losses. Isa China management team must actively take measures and strategic adjustments to get out of the post-crisis as soon as possible. This paper paves the way for the expansion of Isa China before the financial crisis and the positive coping strategy in the crisis. Based on the theory of enterprise strategy, this paper analyzes in detail the internal and external environment that Isa China faces in the post-financial crisis. In the part of internal environment analysis, the author analyzes the resource characteristics and capability of Isa China, analyzes its advantages and disadvantages, opportunities and challenges, and organizational management ability with SWOT analysis. Pest model is used to analyze the macro environment, and Porter's five forces model is used to analyze the industry environment. On this basis, this paper puts forward the strategic orientation, strategic objectives and strategic decisions of Isa China in the post-financial crisis era.
【學(xué)位授予單位】：蘭州理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F416.4;F272

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相關(guān)期刊論文 前1條

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本文編號(hào)：2087563