本文選題：中稅網(wǎng)集團(tuán) + 戰(zhàn)略轉(zhuǎn)型　； 參考：《鄭州大學(xué)》2014年碩士論文

【摘要】：我國經(jīng)濟(jì)經(jīng)過三十多年的改革開放,取得了巨大的成就,但是也面臨著許多問題,發(fā)展中遇到的問題使得國家進(jìn)入了新的深化改革的關(guān)鍵期,這就使得目前企業(yè)所處的經(jīng)濟(jì)社會法制環(huán)境正在發(fā)生著復(fù)雜的、動態(tài)的、不可預(yù)知的變化,形成了一種與傳統(tǒng)競爭環(huán)境截然不同的新常態(tài),改變過去靠犧牲環(huán)境為代價的發(fā)展方式,進(jìn)入到不再以犧牲環(huán)境為代價的可持續(xù)綠色環(huán)保的發(fā)展方式,在這種新常態(tài)下,企業(yè)戰(zhàn)略轉(zhuǎn)型是當(dāng)今國內(nèi)企業(yè)所面臨的愈來愈現(xiàn)實(shí)和重要的問題。如何根據(jù)內(nèi)外環(huán)境的變化,及時的調(diào)整企業(yè)的戰(zhàn)略經(jīng)營使命、戰(zhàn)略目標(biāo),使其能夠適應(yīng)環(huán)境并利用環(huán)境給予的機(jī)會,適時進(jìn)行戰(zhàn)略轉(zhuǎn)型而保證企業(yè)的獨(dú)特競爭力,是企業(yè)所面臨的根本問題。 在企業(yè)改革逐步深化的同時,企業(yè)的戰(zhàn)略轉(zhuǎn)型是非常必要和刻不容緩的,這就需要我們的企業(yè)通過運(yùn)用科學(xué)的戰(zhàn)略管理進(jìn)行戰(zhàn)略轉(zhuǎn)型。而在戰(zhàn)略轉(zhuǎn)折點(diǎn),即企業(yè)的根基即將發(fā)生變化的時刻,這個變化有可能意味著企業(yè)有機(jī)會上升到新的高度,但它也有可能標(biāo)志著沒落的開端,在轉(zhuǎn)折點(diǎn)出現(xiàn)時,無論在產(chǎn)業(yè)結(jié)構(gòu)上、企業(yè)經(jīng)營方式、還是競爭方式上,都出現(xiàn)了新舊交替,是一個量變到質(zhì)變的過程。因此,能夠成功跨越戰(zhàn)略轉(zhuǎn)折點(diǎn)的首要條件是：強(qiáng)烈的危機(jī)意識和對企業(yè)自身的清醒認(rèn)知。 在這樣的社會經(jīng)濟(jì)大背景下,中稅網(wǎng)集團(tuán)正處于這樣一個戰(zhàn)略轉(zhuǎn)型的關(guān)鍵期,轉(zhuǎn)型的成敗直接關(guān)系著集團(tuán)的發(fā)展甚至是生死存亡,運(yùn)用案例研究的方法,通過對其戰(zhàn)略轉(zhuǎn)型研究,找到適合集團(tuán)發(fā)展的戰(zhàn)略,實(shí)現(xiàn)企業(yè)的持續(xù)快速發(fā)展。而對中稅網(wǎng)集團(tuán)的企業(yè)戰(zhàn)略發(fā)展的研究,是企業(yè)的內(nèi)在需要：可以說,在宏觀調(diào)控前,企業(yè)抓住了機(jī)遇、比較幸運(yùn)地獲得了成功,基本可以歸結(jié)為市場的因素。在市場競爭越來越激烈的今天,企業(yè)要繼續(xù)保持持續(xù)、快速發(fā)展,就要不斷地抓住機(jī)遇——這就要求企業(yè)必須有明確的目標(biāo)、清晰的定位和相應(yīng)的靈活性�？梢�,一個企業(yè)一時的成功可能是隨機(jī)的,但是一個企業(yè)要持續(xù)成功就必須具有明顯的競爭優(yōu)勢,也就必須有清晰的戰(zhàn)略。由于企業(yè)確定了未來一定時期內(nèi)的戰(zhàn)略目標(biāo),從而使企業(yè)的各級人員都能夠知曉企業(yè)的共同目標(biāo),進(jìn)而可以增強(qiáng)企業(yè)的凝聚力和向心力,實(shí)現(xiàn)企業(yè)的持續(xù)快速發(fā)展。同時希望通過中稅網(wǎng)集團(tuán)戰(zhàn)略轉(zhuǎn)型研究,對其他需要戰(zhàn)略轉(zhuǎn)型的企業(yè)有借鑒作用。
[Abstract]:After more than 30 years of reform and opening up, China's economy has made great achievements, but it also faces many problems. The problems encountered in the course of development have led the country to enter a new period of deepening reform. This makes the current economic and social legal environment in which enterprises are living are undergoing complex, dynamic, unpredictable changes, forming a new normal completely different from the traditional competitive environment. To change the way we used to develop at the expense of the environment, and to move into a sustainable green mode of development that is no longer at the expense of the environment. In this new normal, The strategic transformation of enterprises is a more and more realistic and important problem faced by domestic enterprises. How to adjust the strategic management mission and strategic goal of the enterprise timely according to the change of the internal and external environment, so that it can adapt to the environment and make use of the opportunity given by the environment, so as to ensure the unique competitiveness of the enterprise through timely strategic transformation. It is the fundamental problem that the enterprise faces. With the deepening of the enterprise reform, the strategic transformation of the enterprise is very necessary and urgent, which requires our enterprises to carry out the strategic transformation through the use of scientific strategic management. At a strategic turning point, when the foundations of the enterprise are about to change, this change may mean that the enterprise has the opportunity to rise to a new level, but it may also mark the beginning of its decline, when the turning point occurs. Whether in the industrial structure, the enterprise management mode, or the competition mode, has appeared the old and new alternates, is a quantity change to the qualitative change process. Therefore, the most important condition for successfully surmounting strategic turning point is strong crisis consciousness and sober cognition of enterprise itself. Under such social and economic background, China Taxation Network Group is in such a critical period of strategic transformation, the success or failure of the transformation is directly related to the development of the group and even the survival of the group, using the method of case study. Through the study of its strategic transformation, the strategy suitable for the development of the group can be found to realize the sustained and rapid development of the enterprise. The research on the development of enterprise strategy of China Taxation Network Group is the internal need of the enterprise: it can be said that before the macro-control, the enterprise seized the opportunity and was lucky to obtain the success, which can basically be attributed to the market factor. Today, the market competition is more and more intense, the enterprise wants to continue to maintain the sustained, the fast development, must seize the opportunity unceasingly-this request enterprise must have the clear goal, the clear localization and the corresponding flexibility. It can be seen that an enterprise's temporary success may be random, but if an enterprise wants to succeed continuously, it must have obvious competitive advantage, and must have clear strategy. Because the enterprise determines the strategic goal in a certain period in the future, so that all levels of the enterprise can know the common goal of the enterprise, and then can enhance the cohesion and centripetal force of the enterprise, and realize the sustained and rapid development of the enterprise. At the same time, I hope that through the study of strategic transformation of China Taxation Network Group, it can be used for reference by other enterprises in need of strategic transformation.
【學(xué)位授予單位】：鄭州大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F812.42

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