本文選題：思佳塑業(yè) + 相關(guān)多元化　； 參考：《鄭州大學(xué)》2013年碩士論文

【摘要】：當(dāng)前,聚酯瓶包裝行業(yè)是一個(gè)朝陽產(chǎn)業(yè),也是國(guó)家產(chǎn)業(yè)政策重點(diǎn)支持的行業(yè),行業(yè)市場(chǎng)增長(zhǎng)空間大,企業(yè)發(fā)展機(jī)遇多。由于該行業(yè)進(jìn)入障礙較少,加上行業(yè)本身對(duì)技術(shù)要求不是特別高,行業(yè)進(jìn)入相對(duì)容易,使得該行業(yè)競(jìng)爭(zhēng)十分激烈。面對(duì)激烈的競(jìng)爭(zhēng)環(huán)境,為增強(qiáng)市場(chǎng)競(jìng)爭(zhēng)力,拓展市場(chǎng)空間,做大做強(qiáng)塑膠產(chǎn)業(yè),作為行業(yè)內(nèi)有一定影響力的思佳塑業(yè)將發(fā)展目光轉(zhuǎn)向多元化。文章基于多元化理論和企業(yè)生命周期理論,通過對(duì)思佳塑業(yè)多元化戰(zhàn)略取向、多元化戰(zhàn)略發(fā)展歷程、多元化戰(zhàn)略實(shí)施效果等內(nèi)容的全面分析,對(duì)思佳塑業(yè)多元化戰(zhàn)略方面存在的具體問題及未來戰(zhàn)略走向提出了具體的看法和建議,具體如下。 通過對(duì)思佳塑業(yè)多元化戰(zhàn)略取向及其實(shí)施效果的分析發(fā)現(xiàn),思佳塑業(yè)實(shí)施多遠(yuǎn)化戰(zhàn)略以來,并未取得投資者預(yù)期的經(jīng)濟(jì)效益,總體看,多元化戰(zhàn)略是失敗的。即在人力、資金、管理等戰(zhàn)略資源儲(chǔ)備不足的條件下,思佳塑業(yè)當(dāng)初不應(yīng)該盲目進(jìn)入與塑膠行業(yè)毫無關(guān)聯(lián)的非相關(guān)行業(yè)如酒店業(yè),企業(yè)所實(shí)施跨行業(yè)的非相關(guān)多元化是錯(cuò)誤的。主要原因表現(xiàn)為：一、實(shí)施非相關(guān)性多元化戰(zhàn)略失誤,即企業(yè)所進(jìn)入的酒店行業(yè)與塑膠業(yè)關(guān)聯(lián)性不強(qiáng),相互間缺乏聯(lián)動(dòng)效應(yīng)和互補(bǔ)效應(yīng)。二、企業(yè)資源積累不足。在人才、資金和技術(shù)等戰(zhàn)略資源積累不足的情況下,盲目實(shí)施多元化,其后果可想而知。三、企業(yè)規(guī)模小,抗風(fēng)險(xiǎn)能力弱。作為一家地方民營(yíng)企業(yè),雖然有一定的資金積累,在行業(yè)內(nèi)稍有名氣,但拋開自己精通的主業(yè)而去涉及自己并不熟悉的酒店管理和生態(tài)旅游等行業(yè),勢(shì)必會(huì)分散企業(yè)精力,消弱抗風(fēng)險(xiǎn)能力,在經(jīng)營(yíng)上稍有風(fēng)吹草動(dòng),就會(huì)影響到企業(yè)整體戰(zhàn)略的實(shí)施,給企業(yè)發(fā)展造成不必要的損失和波動(dòng)。四、非相關(guān)多元化的實(shí)施消弱了企業(yè)競(jìng)爭(zhēng)優(yōu)勢(shì)。由于企業(yè)把主要人力、物力和財(cái)力轉(zhuǎn)移到與塑膠行業(yè)不相干的酒店管理和生態(tài)旅游,使得企業(yè)主業(yè)發(fā)展受到很大影響,企業(yè)在塑膠行業(yè)的競(jìng)爭(zhēng)優(yōu)勢(shì)也大大減弱。 增強(qiáng)企業(yè)競(jìng)爭(zhēng)力,實(shí)施多元化發(fā)展戰(zhàn)略,企業(yè)應(yīng)從以下方面入手：首先,對(duì)于類似于思佳塑業(yè)這一類的民營(yíng)中小企業(yè),實(shí)施與主業(yè)相關(guān)的縱向多元化是多元化戰(zhàn)略的最佳選擇,因?yàn)檫@一戰(zhàn)略有助于企業(yè)發(fā)揮自身優(yōu)勢(shì),實(shí)現(xiàn)資源的縱向整合,延伸產(chǎn)業(yè)鏈和擴(kuò)展規(guī)模。其次,與客戶合作,實(shí)施產(chǎn)銷一體化協(xié)同發(fā)展戰(zhàn)略。這樣,既可以充分利用企業(yè)閑置資源,穩(wěn)定企業(yè)客戶,減少與其他企業(yè)的低層次競(jìng)爭(zhēng)。同時(shí)還能學(xué)習(xí)到大型企業(yè)先進(jìn)的生產(chǎn)管理經(jīng)驗(yàn),提高自身管理水平,增強(qiáng)競(jìng)爭(zhēng)力。
[Abstract]:At present, polyester bottle packaging industry is a sunrise industry, but also a key industry supported by national industrial policy, industry market growth space, enterprise development opportunities. Due to the low barriers to entry and the fact that the industry itself is not particularly demanding on technology, it is relatively easy to enter the industry, which makes the competition in the industry very fierce. Facing the fierce competition environment, in order to strengthen the market competitiveness, expand the market space, and make the plastic industry bigger and stronger, the Sijia plastic industry, which has certain influence in the industry, will turn its attention to diversification. Based on the theory of diversification and the theory of enterprise life cycle, this paper makes a comprehensive analysis of Sijia plastic industry's diversification strategy orientation, the development course of diversification strategy, the effect of diversification strategy implementation, etc. This paper puts forward some specific views and suggestions on the diversification strategy of Sijia Plastics Industry. Through the analysis of Sijia plastic industry diversification strategy orientation and its implementation effect, it is found that Sijia plastic industry has not achieved the expected economic benefits since the implementation of the multi-distant strategy. Overall, the diversification strategy has failed. That is, under the condition of shortage of strategic resources, such as manpower, capital and management, Sijia plastic industry should not blindly enter non-related industries, such as hotel industry, which have no relation with plastic industry. It is wrong for enterprises to implement non-related diversification across industries. The main reasons are as follows: first, the implementation of non-related diversification strategy mistakes, that is, the hotel industry entered by enterprises and plastic industry is not strong correlation, lack of linkage effect and complementary effect between each other. Second, enterprise resource accumulation is insufficient. In the case of insufficient accumulation of strategic resources, such as talent, capital and technology, the consequences of blindly implementing diversification can be imagined. Third, the scale of enterprises is small and the ability to resist risks is weak. As a local private enterprise, although it has a certain amount of capital accumulation and has a slight reputation in the industry, it is bound to disperse the energy of the enterprise by putting aside its master profession and going to the hotel management and ecotourism industries that it is not familiar with. Reducing the ability to resist risks and making a slight change in management will affect the implementation of the overall strategy of the enterprise and cause unnecessary losses and fluctuations to the development of the enterprise. Fourth, the implementation of non-related diversification weakens the competitive advantage of enterprises. Due to the transfer of the main human, material and financial resources to the hotel management and ecotourism which are not related to the plastic industry, the development of the main business of the enterprise is greatly affected, and the competitive advantage of the enterprise in the plastic industry is greatly weakened. To enhance the competitiveness of enterprises and to implement diversified development strategies, enterprises should start from the following aspects: first, for the small and medium-sized private enterprises such as Sijia plastic industry, the implementation of vertical diversification related to the main industry is the best choice of diversification strategy. This strategy is helpful for enterprises to bring their own advantages into full play, realize vertical integration of resources, extend industrial chain and expand scale. Secondly, cooperate with customers to implement the integrated development strategy of production and marketing. In this way, enterprises can make full use of idle resources, stabilize their customers and reduce the low-level competition with other enterprises. At the same time can learn from large-scale enterprises advanced production management experience, improve their own management level, enhance competitiveness.
【學(xué)位授予單位】：鄭州大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F272;F426.72

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