S公司戰(zhàn)略診斷與制定
發(fā)布時間：2019-06-21 16:33
【摘要】：在我國當(dāng)前的經(jīng)濟(jì)發(fā)展中，中小企業(yè)是一股重要而活躍的力量，不但是繁榮市場最活躍的生力軍，而且占據(jù)國民經(jīng)濟(jì)半壁江山。相對于國有大型企業(yè)，大型跨國企業(yè)，它們規(guī)模小、實(shí)力差，處于弱勢地位，度過了創(chuàng)業(yè)初期的艱難后，沒有深思熟慮去決定它的發(fā)展方向和執(zhí)行既定戰(zhàn)略，也沒有注意到自身出現(xiàn)的管理問題和戰(zhàn)略是相關(guān)聯(lián)的，很少研究戰(zhàn)略管理，在經(jīng)濟(jì)市場中打拼，成功的機(jī)會在是很小的。因此、制定和選擇適合自身特點(diǎn)的發(fā)展戰(zhàn)略并能貫徹執(zhí)行對中小企業(yè)來說尤為重要。本文選取了深圳市S公司作為研究對象。這是一家專業(yè)生產(chǎn)有機(jī)硅材料的公司，也是中國首家成功自主研發(fā)大規(guī)模生產(chǎn)注射成型液體硅橡膠的企業(yè)。近年來，隨著公司從 成長期到成熟期的不斷發(fā)展，暴露一些問題：年度計劃無有效實(shí)施，缺乏有效的戰(zhàn)略執(zhí)行手段和保障措施，在經(jīng)營活動、行動計劃、人力資源規(guī)劃、內(nèi)部溝通和流程管理等方面與戰(zhàn)略脫節(jié)。通過對其戰(zhàn)略管理的研究并制定出有效的戰(zhàn)略方案，幫助企業(yè)持續(xù)發(fā)展。為使本文在形成中能夠深入、客觀和實(shí)用，采用了調(diào)查法、觀察法、文獻(xiàn)研究、理論結(jié)合實(shí)際和定性結(jié)合定量等研究方法。全篇主要研究三個方面的內(nèi)容：首先是應(yīng)用卓越績效模式對S公司戰(zhàn)略管理現(xiàn)狀的診斷評價，確定戰(zhàn)略管理方面待 改進(jìn)的項(xiàng)目內(nèi)容。其次是對企業(yè)內(nèi)、外部環(huán)境進(jìn)行分析，包括應(yīng)用PEST模型對企業(yè)政治、法律，經(jīng)濟(jì)，文化，技術(shù)環(huán)境的分析；五力模型對企業(yè)的競爭對手，顧客，供應(yīng)商， 新進(jìn)入者和替代品的分析；核心競爭力識別，生產(chǎn)計劃、營銷、人力資源、技術(shù)、策劃、溝通等能力分析；應(yīng)用SWOT分析識別出優(yōu)勢、劣勢、機(jī)會和威脅。第三是戰(zhàn)略的制定，在戰(zhàn)略分析基礎(chǔ)上制定關(guān)鍵對策，并進(jìn)行戰(zhàn)略選擇；對公司級戰(zhàn)略和目標(biāo)進(jìn)行評價及調(diào)整，并將其展開至各個職能部門。應(yīng)用了平衡計分卡，將戰(zhàn)略舉措分解，并制定出公司級戰(zhàn)略目標(biāo)，圍繞戰(zhàn)略目標(biāo)制定各部門戰(zhàn)略指標(biāo)和行動計劃與措施；最后確定績效監(jiān)測方案，季度評審，半年總結(jié)，年度滾動式調(diào)整。本文研究的意義在于通過戰(zhàn)略管理的整個流程實(shí)施，帶動企業(yè)管理的全面提升，為實(shí)現(xiàn)“卓越”打好基礎(chǔ)，同時，也給其他中小企業(yè)如何制定戰(zhàn)略提供了參考。
[Abstract]:In the current economic development of our country, small and medium-sized enterprises are an important and active force, which is not only the most active force in the prosperous market, but also accounts for half of the national economy. Compared with large state-owned enterprises, large multinational enterprises are small in scale, poor in strength and in a weak position. After passing through the difficulties in the early stage of starting a business, they have not considered carefully to determine its development direction and implement the established strategy, nor have they noticed that their own management problems and strategies are related. There is little research on strategic management, and the chances of success in the economic market are very small. Therefore, it is particularly important for small and medium-sized enterprises to formulate and choose development strategies suitable for their own characteristics and to implement them. In this paper, Shenzhen S Company is selected as the research object. This is a professional production of silicone materials company, but also the first in China to successfully develop large-scale production of injection molding liquid silicone rubber enterprises. In recent years, with the continuous development of the company from the growth period to the mature period, some problems have been exposed: the annual plan is not effectively implemented, the lack of effective strategic implementation means and safeguard measures, and is out of touch with the strategy in the aspects of business activities, action plans, human resources planning, internal communication and process management. Through the research of its strategic management and formulate an effective strategic plan to help the sustainable development of enterprises. In order to make this paper deep, objective and practical in the formation of this paper, the methods of investigation, observation, literature research, theory combined with practice and qualitative and quantitative research are adopted. The whole paper mainly studies three aspects: first of all, the application of excellent performance model to the diagnosis and evaluation of the current situation of strategic management of S company, to determine the strategic management of the project content to be improved. Secondly, it analyzes the internal and external environment of the enterprise, including the application of PEST model to the analysis of enterprise politics, law, economy, culture and technical environment; the analysis of the competitors, customers, suppliers, new entrants and substitutes of the enterprise by the five-force model; the identification of core competitiveness, production planning, marketing, human resources, technology, planning, communication and so on. SWOT analysis is used to identify strengths, weaknesses, opportunities and threats. The third is the formulation of strategy, the formulation of key countermeasures on the basis of strategic analysis, and the strategic choice; evaluate and adjust the strategy and objectives at the corporate level, and spread it to various functional departments. The balanced scorecard is applied to decompose the strategic measures, and formulate the strategic objectives at the corporate level, and formulate the strategic indicators and action plans and measures of each department around the strategic objectives. Finally, the performance monitoring scheme, quarterly review, semi-annual summary and annual rolling adjustment are determined. The significance of this paper is to promote the overall promotion of enterprise management through the implementation of the whole process of strategic management, and to lay a good foundation for the realization of "excellence". At the same time, it also provides a reference for other small and medium-sized enterprises to formulate strategies.
【學(xué)位授予單位】：華南理工大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F272;F426.72
本文編號：2504217
[Abstract]:In the current economic development of our country, small and medium-sized enterprises are an important and active force, which is not only the most active force in the prosperous market, but also accounts for half of the national economy. Compared with large state-owned enterprises, large multinational enterprises are small in scale, poor in strength and in a weak position. After passing through the difficulties in the early stage of starting a business, they have not considered carefully to determine its development direction and implement the established strategy, nor have they noticed that their own management problems and strategies are related. There is little research on strategic management, and the chances of success in the economic market are very small. Therefore, it is particularly important for small and medium-sized enterprises to formulate and choose development strategies suitable for their own characteristics and to implement them. In this paper, Shenzhen S Company is selected as the research object. This is a professional production of silicone materials company, but also the first in China to successfully develop large-scale production of injection molding liquid silicone rubber enterprises. In recent years, with the continuous development of the company from the growth period to the mature period, some problems have been exposed: the annual plan is not effectively implemented, the lack of effective strategic implementation means and safeguard measures, and is out of touch with the strategy in the aspects of business activities, action plans, human resources planning, internal communication and process management. Through the research of its strategic management and formulate an effective strategic plan to help the sustainable development of enterprises. In order to make this paper deep, objective and practical in the formation of this paper, the methods of investigation, observation, literature research, theory combined with practice and qualitative and quantitative research are adopted. The whole paper mainly studies three aspects: first of all, the application of excellent performance model to the diagnosis and evaluation of the current situation of strategic management of S company, to determine the strategic management of the project content to be improved. Secondly, it analyzes the internal and external environment of the enterprise, including the application of PEST model to the analysis of enterprise politics, law, economy, culture and technical environment; the analysis of the competitors, customers, suppliers, new entrants and substitutes of the enterprise by the five-force model; the identification of core competitiveness, production planning, marketing, human resources, technology, planning, communication and so on. SWOT analysis is used to identify strengths, weaknesses, opportunities and threats. The third is the formulation of strategy, the formulation of key countermeasures on the basis of strategic analysis, and the strategic choice; evaluate and adjust the strategy and objectives at the corporate level, and spread it to various functional departments. The balanced scorecard is applied to decompose the strategic measures, and formulate the strategic objectives at the corporate level, and formulate the strategic indicators and action plans and measures of each department around the strategic objectives. Finally, the performance monitoring scheme, quarterly review, semi-annual summary and annual rolling adjustment are determined. The significance of this paper is to promote the overall promotion of enterprise management through the implementation of the whole process of strategic management, and to lay a good foundation for the realization of "excellence". At the same time, it also provides a reference for other small and medium-sized enterprises to formulate strategies.
【學(xué)位授予單位】：華南理工大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F272;F426.72
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