發(fā)布時(shí)間：2018-05-13 20:01

  本文選題：宏潤(rùn)公司 + 發(fā)展戰(zhàn)略�。� 參考：《湖南大學(xué)》2015年碩士論文

【摘要】：宏潤(rùn)企業(yè)管理咨詢有限公司是一家在中國(guó)大陸和香港為企業(yè)及社會(huì)團(tuán)體提供量身定制財(cái)務(wù)、稅務(wù)和商業(yè)解決方案的咨詢公司。伴隨著中國(guó)經(jīng)濟(jì)的發(fā)展,公司積累了一定數(shù)量的客戶,同時(shí)公司的劣勢(shì)也相當(dāng)明顯,主要表現(xiàn)如下:過分靠“大師”級(jí)咨詢?nèi)藛T獲得訂單;大多數(shù)咨詢?nèi)藛T實(shí)踐經(jīng)驗(yàn)較少、咨詢技術(shù)面較窄;營(yíng)銷費(fèi)用投入較少;全方位、全過程服務(wù)意識(shí)不強(qiáng);高校資源利用不充分;網(wǎng)絡(luò)資源、媒體資源利用不充分。在咨詢行業(yè)迅速發(fā)展的背景下,公司無法獲得更多的客戶,進(jìn)一步發(fā)展受到限制,因此迫切需要進(jìn)行發(fā)展戰(zhàn)略規(guī)劃。本文運(yùn)用戰(zhàn)略管理相關(guān)理論對(duì)宏潤(rùn)企業(yè)管理咨詢有限公司的發(fā)展戰(zhàn)略進(jìn)行了研究。首先,采用PEST分析法對(duì)宏潤(rùn)公司所處的宏觀環(huán)境、行業(yè)環(huán)境進(jìn)行了分析,明確了公司仍然面臨咨詢行業(yè)快速發(fā)展的有利時(shí)機(jī);其次,采用波特五力分析法對(duì)公司資源及能力進(jìn)行分析,指出公司在為中小企業(yè)服務(wù)中積累的成功經(jīng)驗(yàn)和在客戶中形成的良好口碑,是公司自身的核心競(jìng)爭(zhēng)力,同時(shí)也發(fā)現(xiàn)了影響公司的核心競(jìng)爭(zhēng)力的一些問題;再采用SWOT分析法分析選擇并確定公司戰(zhàn)略,建議采取縱向提升戰(zhàn)略,同時(shí)為實(shí)現(xiàn)公司縱向提升戰(zhàn)略,公司應(yīng)確立差異化戰(zhàn)略、品牌戰(zhàn)略、戰(zhàn)略聯(lián)盟戰(zhàn)略來擴(kuò)張和發(fā)展;隨后提出組織、人才、財(cái)務(wù)投資、資源數(shù)據(jù)庫(kù)、市場(chǎng)營(yíng)銷方面的保障措施,以確保戰(zhàn)略的順利實(shí)現(xiàn)。本文的研究成果對(duì)宏潤(rùn)企業(yè)管理咨詢有限公司今后制定發(fā)展戰(zhàn)略具有較強(qiáng)的實(shí)踐價(jià)值,同時(shí)值得類似規(guī)模和戰(zhàn)略定位的咨詢公司借鑒。
[Abstract]:Hong run Enterprise Management Consulting Co., Ltd. is a consulting company in mainland China and Hong Kong to provide tailor-made financial, tax and business solutions for enterprises and social groups. With the development of China's economy, the company has accumulated a certain number of customers, and the disadvantages of the company are quite obvious, mainly as follows: excessive reliance on "master" level consultants to obtain orders; most of the consultants have less practical experience. The consultation technology is narrow; the marketing expense is less; the omnidirectional, the whole process service consciousness is not strong; the university resources are not fully utilized; the network resources, the media resources are not fully utilized. Under the background of rapid development of consulting industry, the company can not obtain more customers and its further development is restricted, so it is urgent to carry out development strategy planning. This paper studies the development strategy of Hongrun Enterprise Management Consulting Co., Ltd. Firstly, the macro environment and industry environment of Hongrun Company are analyzed by using PEST analysis method, and it is clear that the company is still facing a favorable opportunity for the rapid development of consulting industry. Based on the analysis of the company's resources and ability by using Porter's five-force analysis method, it is pointed out that the company's core competitiveness is the successful experience accumulated in serving small and medium-sized enterprises and the good reputation formed among its customers. At the same time, some problems affecting the core competitiveness of the company are found, and then the SWOT analysis method is used to analyze and determine the company strategy, and the vertical promotion strategy is suggested. In order to realize the vertical promotion strategy, the company should establish the differentiation strategy. Brand strategy, strategic alliance strategy to expand and develop; then put forward organizational, talent, financial investment, resource database, marketing safeguards to ensure the smooth implementation of the strategy. The research results of this paper have a strong practical value for Hongrun Enterprise Management Consulting Co., Ltd. In the future to formulate the development strategy, at the same time, it is worthy of reference for consulting companies with similar scale and strategic orientation.
【學(xué)位授予單位】：湖南大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類號(hào)】：F272;F279.2

【參考文獻(xiàn)】

相關(guān)期刊論文 前3條

1 魯君四;楊浙帥;王爭(zhēng);;國(guó)內(nèi)外學(xué)術(shù)界關(guān)于定位理論研究的最新進(jìn)展及其啟示[J];經(jīng)濟(jì)與管理評(píng)論;2012年02期

2 楊洪國(guó);;中國(guó)培訓(xùn)產(chǎn)業(yè)現(xiàn)狀分析及產(chǎn)業(yè)化思考[J];理論界;2010年02期

3 高月;;企業(yè)教練技術(shù)的五項(xiàng)核心技巧[J];企業(yè)管理;2009年11期

，

本文編號(hào)：1884597