【摘要】：賽特萊特(佛山)塑膠制品有限公司是一家美資企業(yè),目前是全球回復(fù)反射器產(chǎn)品最大的生產(chǎn)商,產(chǎn)品市場(chǎng)占有率達(dá)30%。產(chǎn)品質(zhì)量過(guò)硬,達(dá)到國(guó)際標(biāo)準(zhǔn)水平,在行業(yè)內(nèi)有一定的品牌知名度。在全球化的今天,市場(chǎng)競(jìng)爭(zhēng)越來(lái)越激烈,賽特萊特公司如何在這種復(fù)雜的環(huán)境下,社會(huì)與文化、經(jīng)濟(jì)和技術(shù)快速變化的現(xiàn)實(shí)中,對(duì)未來(lái)的市場(chǎng)環(huán)境做出正確判斷,調(diào)整自身的經(jīng)營(yíng)行為以應(yīng)對(duì)這種變化,從而領(lǐng)先對(duì)手、獲得優(yōu)勢(shì)?如何從各種社會(huì)和商業(yè)的關(guān)系中發(fā)現(xiàn)和創(chuàng)造潛在的、新的盈利模式?這都是公司所關(guān)注的戰(zhàn)略問(wèn)題。本文正是關(guān)于賽特萊特公司發(fā)展戰(zhàn)略的研究,目的在于從一個(gè)長(zhǎng)遠(yuǎn)的視角,幫助企業(yè)保持與環(huán)境的和諧,在社會(huì)的分工中充分發(fā)揮自身的優(yōu)勢(shì),或系統(tǒng)地、有計(jì)劃地培育企業(yè)某方面的競(jìng)爭(zhēng)優(yōu)勢(shì),實(shí)現(xiàn)企業(yè)價(jià)值的最大化。 本文利用戰(zhàn)略管理和經(jīng)濟(jì)學(xué)的有關(guān)理論,對(duì)賽特萊特公司的內(nèi)外環(huán)境進(jìn)行了詳細(xì)和深入的分析,在此基礎(chǔ)上,靈活運(yùn)用了SWOT分析矩陣,根據(jù)公司關(guān)鍵的優(yōu)勢(shì)與劣勢(shì)、機(jī)會(huì)與威脅,列出了一系列的戰(zhàn)略發(fā)展的備選方案,如反射器國(guó)家標(biāo)準(zhǔn)制定戰(zhàn)略、新產(chǎn)品開(kāi)發(fā)戰(zhàn)略,電鑄技術(shù)革新戰(zhàn)略、提高市場(chǎng)占有率戰(zhàn)略和開(kāi)發(fā)新市場(chǎng)戰(zhàn)略等。再運(yùn)用QSPM定量化戰(zhàn)略計(jì)劃矩陣,對(duì)戰(zhàn)略備選方案的戰(zhàn)略吸引力進(jìn)行評(píng)價(jià),從而確定戰(zhàn)略方案優(yōu)劣的定量關(guān)系,為決策層提供量化的決策數(shù)據(jù),公司的決策層根據(jù)以上的分析數(shù)據(jù),決定公司的戰(zhàn)略?xún)?yōu)先方案和戰(zhàn)略目標(biāo)。 作者也認(rèn)識(shí)到,正確地實(shí)施戰(zhàn)略要比戰(zhàn)略決策要困難得多。戰(zhàn)略決策是一種小范圍的管理活動(dòng),而戰(zhàn)略的實(shí)施卻涉及企業(yè)的每一位員工,而且往往歷時(shí)多年。針對(duì)具體的戰(zhàn)略實(shí)施,本文深入地研究了戰(zhàn)略實(shí)施過(guò)程中需要解決的組織設(shè)計(jì)問(wèn)題、人力資源問(wèn)題、營(yíng)銷(xiāo)整合問(wèn)題以及反射器的國(guó)家標(biāo)準(zhǔn)制定的問(wèn)題,通過(guò)對(duì)這些問(wèn)題的研究,找出解決的方案和對(duì)策,為公司戰(zhàn)略的順利實(shí)施提供保障。在戰(zhàn)略控制方面,本文也根據(jù)實(shí)際的需求,設(shè)計(jì)了一系列的戰(zhàn)略預(yù)警系統(tǒng),如營(yíng)銷(xiāo)安全預(yù)警系統(tǒng)、風(fēng)險(xiǎn)預(yù)警系統(tǒng)和競(jìng)爭(zhēng)力預(yù)警系統(tǒng),通過(guò)制定戰(zhàn)略控制計(jì)劃,確保戰(zhàn)略在執(zhí)行的過(guò)程中不會(huì)出現(xiàn)重大的失誤和偏差,及時(shí)發(fā)現(xiàn)不利于企業(yè)戰(zhàn)略的變化因素并及早應(yīng)對(duì)。本研究成果為賽特萊特公司制定了明確、可執(zhí)行的戰(zhàn)略方案,清晰的戰(zhàn)略實(shí)施與控制計(jì)劃,具有較強(qiáng)的實(shí)用性與可操作性。
[Abstract]:Sitlet (Foshan) plastic products Co., Ltd. is a US-funded enterprise, is currently the world's largest manufacturer of recovery reflector products, the market share of products up to 30%. The product quality is excellent, reaches the international standard level, has the certain brand awareness in the industry. In today's globalization, market competition is becoming more and more fierce. In this complex environment, social and cultural, economic and technological rapid changes in the reality, how to make a correct judgment on the future market environment, adjust their own business behavior to deal with this change, so as to lead the opponent and gain an advantage? How to identify and create potential and new profit models from a variety of social and business relationships? These are the strategic issues that the company pays close attention to. The purpose of this paper is to help enterprises maintain harmony with the environment from a long-term perspective, give full play to their own advantages in the division of labor in the society, or systematically and systematically cultivate the competitive advantages of enterprises in a certain aspect, and realize the maximization of enterprise value. Based on the theories of strategic management and economics, this paper makes a detailed and in-depth analysis of the internal and external environment of Sitlet Company. On this basis, the SWOT analysis matrix is flexibly used. According to the company's key strengths and weaknesses, opportunities and threats, a series of strategic development options are listed, such as reflector national standard formulation strategy, new product development strategy, electroforming technology innovation strategy. Increase market share strategy and develop new market strategy. Then the QSPM quantitative strategic plan matrix is used to evaluate the strategic attractiveness of the strategic options, so as to determine the quantitative relationship between the advantages and disadvantages of the strategic schemes, and to provide quantitative decision-making data for the decision-making layers. according to the above analysis data, the decision-making level of the company determines the strategic priorities and strategic objectives of the company. The author also recognizes that it is much more difficult to implement strategies correctly than to make strategic decisions. Strategic decision-making is a small range of management activities, and the implementation of the strategy involves every employee of the enterprise, and often lasts for many years. In view of the specific strategy implementation, this paper deeply studies the organizational design problems, human resources problems, marketing integration problems and the national standards of reflector in the process of strategy implementation. Through the study of these problems, find out the solutions and countermeasures to provide a guarantee for the smooth implementation of the company strategy. In the aspect of strategic control, according to the actual demand, this paper also designs a series of strategic early warning systems, such as marketing security early warning system, risk early warning system and competitiveness early warning system. Through the formulation of strategic control plan, it ensures that there will be no major mistakes and biases in the implementation of the strategy, timely identify the factors that are not conducive to the enterprise strategy and deal with it as soon as possible. The results of this study have made a clear and enforceable strategic plan and a clear strategic implementation and control plan for Sitlet Company, which has strong practicability and maneuverability.
【學(xué)位授予單位】：西南交通大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類(lèi)號(hào)】：F426.72;F272

【參考文獻(xiàn)】

相關(guān)期刊論文 前5條

1 王旭;新產(chǎn)品開(kāi)發(fā)的難點(diǎn)與策略[J];商業(yè)研究;2002年13期

2 王潔,白向東;新產(chǎn)品開(kāi)發(fā)的分析評(píng)價(jià)法[J];紡織器材;2001年01期

3 薛福連;新產(chǎn)品開(kāi)發(fā)十大策略[J];計(jì)劃與市場(chǎng)探索;2002年01期

4 曾立新;;淺談新型經(jīng)濟(jì)管理人才的培養(yǎng)[J];中國(guó)新技術(shù)新產(chǎn)品;2012年03期

5 胡樹(shù)華;國(guó)內(nèi)外產(chǎn)品創(chuàng)新管理研究綜述[J];中國(guó)管理科學(xué);1999年01期

，

本文編號(hào)：2506371