MD集團(tuán)戰(zhàn)略轉(zhuǎn)型研究
發(fā)布時(shí)間：2019-01-24 19:05
【摘要】：MD集團(tuán)是一家生產(chǎn)白色家電為主的民營(yíng)企業(yè),在改革開(kāi)放的東風(fēng)下,由原“北街辦塑料生產(chǎn)組”,到1993年在深圳證券交易所上市,成了中國(guó)第一家由鄉(xiāng)鎮(zhèn)企業(yè)改組而成立的上市公司,再到2010年跨入千億俱樂(lè)部的集團(tuán)企業(yè),在公司規(guī)模快速擴(kuò)張、資源積累的同時(shí),面臨主營(yíng)業(yè)務(wù)的激烈競(jìng)爭(zhēng)與市場(chǎng)環(huán)境的不斷變化。特別是2008年金融危機(jī)爆發(fā)以來(lái),面對(duì)著通貨膨脹、匯率改革、勞動(dòng)力成本上升,同時(shí)市場(chǎng)上的質(zhì)量、售后飽受詬病,深刻暴露了企業(yè)短板,于是戰(zhàn)略轉(zhuǎn)型被提上日程：由原來(lái)的“上規(guī)模、調(diào)結(jié)構(gòu)、保利潤(rùn)”到“規(guī)模與利潤(rùn)同步發(fā)展,著重提升品牌定位和溢價(jià)能力”,標(biāo)志著MD發(fā)展戰(zhàn)略發(fā)生巨變,著手戰(zhàn)略轉(zhuǎn)型,消除“變革差距”,向領(lǐng)導(dǎo)者授權(quán),MD集團(tuán)在戰(zhàn)略方面努力從三個(gè)方面實(shí)現(xiàn)轉(zhuǎn)變：從注重增長(zhǎng)數(shù)量向注重增長(zhǎng)質(zhì)量轉(zhuǎn)型；從低附加值向高附加值轉(zhuǎn)型；從粗放式管理向精細(xì)管理轉(zhuǎn)型。 本文結(jié)合相關(guān)戰(zhàn)略理論,以MD集團(tuán)戰(zhàn)略轉(zhuǎn)型為案例,重點(diǎn)探討戰(zhàn)略轉(zhuǎn)型的過(guò)程,從MD集團(tuán)戰(zhàn)略轉(zhuǎn)型的背景入手,運(yùn)用PEST分析法結(jié)合內(nèi)外部環(huán)境分析進(jìn)行分析、應(yīng)用SWOT分析法對(duì)不確定性戰(zhàn)略分析與決策到戰(zhàn)略轉(zhuǎn)型方向的識(shí)別,再到戰(zhàn)略轉(zhuǎn)型的選擇、支持戰(zhàn)略轉(zhuǎn)型的系統(tǒng)與戰(zhàn)略轉(zhuǎn)型的監(jiān)控進(jìn)行了研究。在論述的過(guò)程中結(jié)合MD集團(tuán)的實(shí)際案例,力圖站在戰(zhàn)略的高度從實(shí)踐的角度對(duì)轉(zhuǎn)型的模式與手段進(jìn)行研究。 企業(yè)的戰(zhàn)略轉(zhuǎn)型是一項(xiàng)復(fù)雜的系統(tǒng)工程,決不能一蹴而就,隱藏著巨大的風(fēng)險(xiǎn)和較高的投入,其中少不了企業(yè)家精神、轉(zhuǎn)型時(shí)機(jī)的把握、戰(zhàn)略轉(zhuǎn)型原則的明晰、戰(zhàn)略轉(zhuǎn)型過(guò)程的監(jiān)控與組織轉(zhuǎn)型的能力。本文研究的價(jià)值在于：通過(guò)對(duì)MD集團(tuán)這樣一個(gè)典型的民營(yíng)企業(yè)實(shí)施戰(zhàn)略轉(zhuǎn)型的案例研究,分析在現(xiàn)階段下企業(yè)如何擺脫現(xiàn)有困境,通過(guò)專項(xiàng)找到適合本組織的關(guān)鍵因素,并對(duì)這些因素進(jìn)行分析,從而提出具體的戰(zhàn)略轉(zhuǎn)型策略。研究結(jié)果證明：在復(fù)雜多變、日益嚴(yán)峻的市場(chǎng)環(huán)境下,制造型企業(yè)唯有回歸企業(yè)基本層面,加強(qiáng)自身建設(shè),圍繞產(chǎn)品領(lǐng)先、效率驅(qū)動(dòng)、全球經(jīng)營(yíng)三大戰(zhàn)略主軸,切實(shí)聚焦產(chǎn)業(yè)、做好產(chǎn)品、落實(shí)經(jīng)營(yíng)簡(jiǎn)單化、提升效率、經(jīng)營(yíng)好市場(chǎng)為轉(zhuǎn)型路徑,才能構(gòu)建以顧客為導(dǎo)向的敏捷型組織,使基業(yè)長(zhǎng)青。MD實(shí)施戰(zhàn)略轉(zhuǎn)型的初步成功,為自身發(fā)展及其它企業(yè)實(shí)施戰(zhàn)略轉(zhuǎn)型提供了經(jīng)驗(yàn)借鑒和啟發(fā),可指導(dǎo)下一步轉(zhuǎn)型發(fā)展思路。
[Abstract]:MD Group is a private enterprise mainly producing white electrical appliances. In the east wind of reform and opening up, the MD Group was listed on the Shenzhen Stock Exchange in 1993 by the former "North Street plastic production Group." It became the first listed company to be set up by the reorganization of township enterprises in China. By 2010, it had stepped into a group of hundreds of billions of clubs. At the same time, the company's scale was expanding rapidly and its resources were accumulating. Facing the fierce competition of the main business and the constant change of the market environment. In particular, since the outbreak of the financial crisis in 2008, faced with inflation, exchange rate reform, rising labour costs, and the quality of the market, the after-sale criticism has deeply exposed the weakness of enterprises. As a result, strategic transformation was put on the agenda: from the original "on scale, adjust structure, protect profit" to "scale and profit synchronous development, focus on improving brand positioning and premium ability", which marked a great change in MD development strategy, and began the strategic transformation. To close the "change gap" and empower the leaders, MD Group strives to change its strategy from three aspects: from focusing on growth quantity to focusing on growth quality; From low added value to high added value; from extensive management to fine management. Based on the relevant strategic theory and taking the strategic transition of MD Group as a case, this paper focuses on the process of strategic transformation, starting with the background of strategic transformation of MD Group, and using PEST analysis method combined with the analysis of internal and external environment. In this paper, SWOT analysis is applied to identify the uncertain strategic analysis and decision-making to the strategic transition direction, then to the strategic transition choice, and to support the strategic transformation system and the monitoring of strategic transformation. In the process of discussion, combined with the actual case of MD Group, this paper tries to study the mode and means of transformation from the perspective of practice from the perspective of strategy. The strategic transformation of the enterprise is a complex system engineering, it can not be accomplished overnight, and it hides huge risks and higher investment, in which the entrepreneurial spirit, the grasp of the transition opportunity and the clarity of the principles of the strategic transformation are indispensable. Monitor the process of strategic transformation and the ability of organizational transformation. The value of this study lies in: through the case study on the strategic transformation of a typical private enterprise such as MD Group, this paper analyzes how to get rid of the existing predicament and find out the key factors suitable for the organization through the special project. And the analysis of these factors, so as to put forward the specific strategy of strategic transformation. The results show that in the complex and changeable market environment, manufacturing enterprises can only return to the basic level of enterprises, strengthen their own construction, focus on the three strategic axes of global management, such as product leading, efficiency driving, and focus on industry. In order to construct a customer-oriented agile organization and to make the base industry evergreen, MD has achieved the initial success of strategic transformation by doing a good job of products, implementing business simplification, improving efficiency, and managing the market well as the transition path, so as to build a customer-oriented agile organization. It provides experience and inspiration for its own development and other enterprises to carry out strategic transformation, and can guide the development of transformation in the next step.
【學(xué)位授予單位】：昆明理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F426.6;F272
本文編號(hào)：2414743
[Abstract]:MD Group is a private enterprise mainly producing white electrical appliances. In the east wind of reform and opening up, the MD Group was listed on the Shenzhen Stock Exchange in 1993 by the former "North Street plastic production Group." It became the first listed company to be set up by the reorganization of township enterprises in China. By 2010, it had stepped into a group of hundreds of billions of clubs. At the same time, the company's scale was expanding rapidly and its resources were accumulating. Facing the fierce competition of the main business and the constant change of the market environment. In particular, since the outbreak of the financial crisis in 2008, faced with inflation, exchange rate reform, rising labour costs, and the quality of the market, the after-sale criticism has deeply exposed the weakness of enterprises. As a result, strategic transformation was put on the agenda: from the original "on scale, adjust structure, protect profit" to "scale and profit synchronous development, focus on improving brand positioning and premium ability", which marked a great change in MD development strategy, and began the strategic transformation. To close the "change gap" and empower the leaders, MD Group strives to change its strategy from three aspects: from focusing on growth quantity to focusing on growth quality; From low added value to high added value; from extensive management to fine management. Based on the relevant strategic theory and taking the strategic transition of MD Group as a case, this paper focuses on the process of strategic transformation, starting with the background of strategic transformation of MD Group, and using PEST analysis method combined with the analysis of internal and external environment. In this paper, SWOT analysis is applied to identify the uncertain strategic analysis and decision-making to the strategic transition direction, then to the strategic transition choice, and to support the strategic transformation system and the monitoring of strategic transformation. In the process of discussion, combined with the actual case of MD Group, this paper tries to study the mode and means of transformation from the perspective of practice from the perspective of strategy. The strategic transformation of the enterprise is a complex system engineering, it can not be accomplished overnight, and it hides huge risks and higher investment, in which the entrepreneurial spirit, the grasp of the transition opportunity and the clarity of the principles of the strategic transformation are indispensable. Monitor the process of strategic transformation and the ability of organizational transformation. The value of this study lies in: through the case study on the strategic transformation of a typical private enterprise such as MD Group, this paper analyzes how to get rid of the existing predicament and find out the key factors suitable for the organization through the special project. And the analysis of these factors, so as to put forward the specific strategy of strategic transformation. The results show that in the complex and changeable market environment, manufacturing enterprises can only return to the basic level of enterprises, strengthen their own construction, focus on the three strategic axes of global management, such as product leading, efficiency driving, and focus on industry. In order to construct a customer-oriented agile organization and to make the base industry evergreen, MD has achieved the initial success of strategic transformation by doing a good job of products, implementing business simplification, improving efficiency, and managing the market well as the transition path, so as to build a customer-oriented agile organization. It provides experience and inspiration for its own development and other enterprises to carry out strategic transformation, and can guide the development of transformation in the next step.
【學(xué)位授予單位】：昆明理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F426.6;F272
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