【摘要】：“十二五”規(guī)劃期間，隨著智能電網(wǎng)建設(shè)集中性招標的開始，我國電線電纜行業(yè)迎來一個新的發(fā)展階段。這些招標項目的特點是多數(shù)規(guī)模較小、較分散，為我國眾多中小線纜企業(yè)提供了良好的市場機遇。作為中小線纜企業(yè)中的一員，湘潭通達線纜有限公司的決策層在以往忙于事務(wù)性工作，而忽略了對關(guān)系成長戰(zhàn)略的研究。因此，如何制定合適的成長戰(zhàn)略，并在實施的過程中根據(jù)市場情況不斷調(diào)整，是湘潭通達線纜有限公司茁壯成長的前提條件。 本文首先研究了中小企業(yè)進行戰(zhàn)略管理的必要性，對中小企業(yè)成長戰(zhàn)略理論進行了詳細的研究；通過分析湘潭通達線纜有限公司當前所處的宏觀環(huán)境、線纜行業(yè)環(huán)境、市場競爭環(huán)境等外部環(huán)境以及企業(yè)內(nèi)部環(huán)境，結(jié)合公司經(jīng)營現(xiàn)狀，說明湘潭通達線纜有限公司進行戰(zhàn)略管理的必要性；依據(jù)成長戰(zhàn)略理論，對湘潭通達線纜有限公司所處的內(nèi)部和外部環(huán)境進行分析，制定合適的成長戰(zhàn)略，湘潭通達線纜有限公司的成長進行規(guī)劃。湘潭通達線纜有限公司選擇集中一點戰(zhàn)略和依附成長戰(zhàn)略在完成品牌推廣和把細分市場做專做透后，湘潭通達線纜有限公司考慮通過兼并收購方式，擴大生產(chǎn)規(guī)模，實現(xiàn)規(guī)模收益。同時，公司通過與一些知名高校建立校企研發(fā)中心等方式，培育研發(fā)能力，不斷創(chuàng)新產(chǎn)品，湘潭通達線纜有限公司力爭進入中高端線纜市場。在此基礎(chǔ)上，針對湘潭通達線纜有限公司成長過程中表現(xiàn)出的特點，提出了從研發(fā)、品牌和網(wǎng)絡(luò)營銷、人力資源、企業(yè)文化五個方面的對策，保障成長戰(zhàn)略的實施，希望為湘潭通達線纜有限公司的健康持續(xù)成長提供有益的參考。
[Abstract]:During the 12th Five-Year Plan period, with the start of centralized bidding for smart grid construction, China's wire and cable industry ushered in a new stage of development. The characteristics of these bidding projects are that most of them are small and dispersed, which provides a good market opportunity for many small and medium-sized cable enterprises in China. As a member of medium and small cable enterprises, the decision makers of Xiangtan Tongda Cable Co., Ltd. were busy with routine work in the past, but neglected the study of relationship growth strategy. Therefore, how to formulate a suitable growth strategy and adjust continuously according to the market conditions in the process of implementation is the prerequisite for Xiangtan Tongda Cable Co., Ltd to thrive. Firstly, this paper studies the necessity of strategic management for small and medium-sized enterprises, and makes a detailed study on the growth strategy theory of small and medium-sized enterprises, and analyzes the macro environment and cable industry environment of Xiangtan Tongda Cable Co., Ltd., which is currently located in Xiangtan Tongda Cable Co., Ltd. The external environment such as the market competition environment and the internal environment of the enterprise, combined with the current situation of the company, explains the necessity of the strategic management of Xiangtan Tongda Cable Co., Ltd., according to the growth strategy theory, This paper analyzes the internal and external environment of Xiangtan Tongda Cable Co., Ltd., and formulates the appropriate growth strategy, and plans the growth of Xiangtan Tongda Cable Co., Ltd. Xiangtan Tongda Cable Co., Ltd. Has chosen to concentrate a bit of strategy and adhere to the growth strategy. After completing the brand promotion and making specific use of the market segment, Xiangtan Tongda Cable Co., Ltd. considers expanding its production scale through merger and acquisition. The realization of scale gains. At the same time, the company through some well-known colleges and universities to establish research and development center, cultivate R & D capabilities, constantly innovative products, Xiangtan Tongda Cable Co., Ltd. strive to enter the high-end cable market. On this basis, in view of the characteristics of Xiangtan Tongda Cable Co., Ltd., it puts forward the countermeasures from five aspects of R & D, brand and network marketing, human resources and corporate culture to ensure the implementation of the growth strategy. Hope for Xiangtan Tongda Cable Co., Ltd. healthy and sustainable growth to provide a useful reference.
【學(xué)位授予單位】：湖南大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F426.61;F272

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