本文選題：企業(yè)轉(zhuǎn)型升級戰(zhàn)略 + 戰(zhàn)略制定�。� 參考：《北京工業(yè)大學(xué)》2015年碩士論文

【摘要】：在國內(nèi)經(jīng)濟(jì)發(fā)展步入新常態(tài)模式下,很多企業(yè)感受到了前所未有的經(jīng)營壓力,其中就包括本文研究的對象。北京SF公司自從成立以來一直伴隨著國家電力行業(yè)的高速發(fā)展而迅速成長,但是眼下同樣面臨著繼續(xù)發(fā)展的困惑。不僅僅是原有拳頭產(chǎn)品—微機(jī)繼電保護(hù)和電力系統(tǒng)自動化的市場出現(xiàn)不同程度的萎縮,包括近幾年新開發(fā)的產(chǎn)品也面臨市場需求乏力的問題。目前處于同樣困境的企業(yè)有很多都在尋找企業(yè)發(fā)展的突破口,積極應(yīng)對如今的艱難局面。北京SF公司目前作為國內(nèi)電力行業(yè)二次設(shè)備的主要供應(yīng)商,也需要為自己怎么能夠?qū)崿F(xiàn)可持續(xù)性發(fā)展尋找出路。盡管北京SF公司在過去的經(jīng)營中也曾經(jīng)遇到過電網(wǎng)公司投資下降帶來的沖擊,但是當(dāng)時通過積極開拓企業(yè)客戶,很好的繼續(xù)維持了企業(yè)規(guī)模的增長。然而面對眼下的全行業(yè)發(fā)展放緩,甚至有部分行業(yè)出現(xiàn)洗牌和整合的情形,SF公司盡管采取了行業(yè)內(nèi)多元化的戰(zhàn)略,開發(fā)了很多新產(chǎn)品,但是受制于大的市場形勢,幾年下來見效甚微。企業(yè)目前還能夠正常經(jīng)營,銷售額和利潤也都還處于良好的局面,但是根據(jù)市場越來越多的反饋信息顯示,如果不盡快調(diào)整企業(yè)的發(fā)展戰(zhàn)略,逐步使企業(yè)轉(zhuǎn)型升級,等到經(jīng)營徹底難以為繼的時候,在采取措施恐怕就已經(jīng)為時已晚。如何能夠使企業(yè)成功度過難關(guān),使企業(yè)的經(jīng)營重新走上正軌,進(jìn)而實現(xiàn)企業(yè)長期穩(wěn)定發(fā)展?這是目前在SF公司做管理工作的每個人都在考慮的問題。在上述背景下,本文以北京SF公司面對當(dāng)下的經(jīng)濟(jì)發(fā)展形勢下謀求將公司進(jìn)行轉(zhuǎn)型升級從而獲得可持續(xù)性發(fā)展的過程作為研究對象,以其轉(zhuǎn)型中的戰(zhàn)略制定作為研究重點,應(yīng)用所學(xué)習(xí)的企業(yè)戰(zhàn)略管理方面的相關(guān)理論,通過文獻(xiàn)回顧、案例研究等方式,探索公司轉(zhuǎn)型升級戰(zhàn)略的制定,并針對轉(zhuǎn)型過程中有可能出現(xiàn)的問題進(jìn)行分析,借此基礎(chǔ)上尋求最適合的轉(zhuǎn)型戰(zhàn)略,包括整體戰(zhàn)略中的一些環(huán)節(jié)、轉(zhuǎn)變營銷人員結(jié)構(gòu)和狀態(tài),優(yōu)化產(chǎn)品種類和營銷方式等。期望通過這一系列分析和改進(jìn)工作,能夠突破公司現(xiàn)階段遇到的發(fā)展瓶頸,進(jìn)而幫助公司最終實現(xiàn)成功轉(zhuǎn)型升級。
[Abstract]:Under the new normal mode of domestic economic development, many enterprises feel the unprecedented operating pressure, including the object of this paper. Since its establishment, Beijing SF Company has been growing rapidly with the rapid development of the national power industry, but now it is also facing the confusion of continued development. It is not only the market of microcomputer relay protection and power system automation that has shrunk in different degrees, but also the market demand of the newly developed products in recent years. At present, many enterprises in the same predicament are looking for a breakthrough in the development of enterprises, actively dealing with today's difficult situation. As the main supplier of secondary equipment in domestic electric power industry, Beijing SF Company also needs to find a way out for its sustainable development. Although Beijing SF Company has faced the impact of declining investment in power grid companies in the past, but through actively expanding corporate customers, it has maintained the growth of enterprise size. However, in the face of the current slowdown in the development of the whole industry, there is even a situation of reshuffle and integration in some industries. Although the SF Company has adopted a strategy of diversification within the industry and developed many new products, it is constrained by the large market situation. A few years have had little effect. At present, enterprises can still operate normally, and their sales and profits are still in a good situation. However, according to more and more feedback from the market, if the enterprise's development strategy is not adjusted as soon as possible, it will gradually make the enterprise transform and upgrade. By the time the operation is completely unsustainable, it will be too late to take action. How can the enterprise successfully tide over the difficulties, so that the management of the enterprise to get back on the right track, and then achieve long-term stable development of the enterprise? This is a question that everyone who is currently doing management at SF is considering. Under the above background, this paper takes the process of Beijing SF Company in the face of the current economic development situation to seek to transform and upgrade the company to obtain sustainable development as the object of study, with its strategic development in the transition as the focus of the study. Applying the relevant theories of enterprise strategic management, through literature review and case study, this paper explores the formulation of corporate transformation and upgrade strategy, and analyzes the possible problems in the process of transformation. On this basis, we seek the most suitable transition strategy, including some links in the overall strategy, the transformation of the structure and state of marketers, the optimization of product types and marketing methods, and so on. It is expected that through this series of analysis and improvement work, the company can break through the development bottleneck encountered at this stage, and then help the company to achieve a successful transformation and upgrading.
【學(xué)位授予單位】：北京工業(yè)大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2015
【分類號】：F272

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相關(guān)期刊論文 前1條

1 楊曉濱;;構(gòu)建企業(yè)戰(zhàn)略規(guī)劃管理體系[J];中國石化;2014年01期

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本文編號：1950872