【摘要】：國(guó)務(wù)院提出混合所有制改革,要求對(duì)部分國(guó)有企業(yè)進(jìn)行改革重組,逐步制定改革深化實(shí)施方案,作為央企的一部分,武鋼供餐飲料產(chǎn)業(yè)也正在逐步謀求轉(zhuǎn)變,由原有的靠武鋼主體廠礦關(guān)聯(lián)交易補(bǔ)貼生存的形勢(shì)轉(zhuǎn)變?yōu)樽粤Ω?面向市場(chǎng)的新的發(fā)展格局,這就對(duì)武鋼供餐飲料產(chǎn)業(yè)提出了新的挑戰(zhàn),戰(zhàn)略布局要求更高,才能更長(zhǎng)遠(yuǎn)的適應(yīng)市場(chǎng)需求,立于不敗。武鋼供餐飲料產(chǎn)業(yè)經(jīng)歷了由傳統(tǒng)服務(wù)行業(yè)向現(xiàn)代城市服務(wù)行業(yè)轉(zhuǎn)變、由過去依靠武鋼內(nèi)部關(guān)聯(lián)交易市場(chǎng)向外部經(jīng)濟(jì)市場(chǎng)謀發(fā)展轉(zhuǎn)變,由勞動(dòng)密集型企業(yè)向知識(shí)管理型企業(yè)轉(zhuǎn)變。面對(duì)市場(chǎng)充分競(jìng)爭(zhēng),好的戰(zhàn)略規(guī)劃,好的發(fā)展目標(biāo),好的核心競(jìng)爭(zhēng)力是企業(yè)成長(zhǎng)立足的必備條件。KC公司必須跳出原有國(guó)企恩維,按充分競(jìng)爭(zhēng)市場(chǎng)方式來(lái)規(guī)劃未來(lái)發(fā)展定位方向,打造新的一片天地。本文以從事供餐飲料的武鋼供餐飲料產(chǎn)業(yè)為研究對(duì)象,通過PEST分析法、波特五力模型、職能分析法等對(duì)其價(jià)值鏈分析、外部環(huán)境、內(nèi)部環(huán)境及資源與能力分析等進(jìn)行分析,指出公司各產(chǎn)業(yè)所擁有在機(jī)會(huì)及存在的威脅,以及公司各產(chǎn)業(yè)存在的優(yōu)勢(shì)與劣勢(shì)。然后通過使用內(nèi)外部(IE)矩陣分析模型和大戰(zhàn)略分析模型對(duì)公司主營(yíng)業(yè)務(wù)團(tuán)膳供餐及飲料經(jīng)營(yíng)銷售等進(jìn)行分析和評(píng)估,從而做出戰(zhàn)略選擇,確定公司未來(lái)的發(fā)展目標(biāo)。本文的主要研究是通過建立地區(qū)發(fā)展和產(chǎn)業(yè)多元化格局來(lái)實(shí)現(xiàn)公司可持續(xù)發(fā)展,以解決一元產(chǎn)業(yè)出現(xiàn)問題,公司經(jīng)營(yíng)全面癱瘓的威脅。因此,在對(duì)武鋼供餐飲料產(chǎn)業(yè)內(nèi)外部環(huán)境作了詳盡分析后,本人運(yùn)用所學(xué)的戰(zhàn)略管理知識(shí)和個(gè)人的經(jīng)驗(yàn),最終將武鋼供餐飲料產(chǎn)業(yè)未來(lái)發(fā)展戰(zhàn)略設(shè)計(jì)為:相關(guān)多元化經(jīng)營(yíng)與部分產(chǎn)業(yè)區(qū)域連鎖經(jīng)營(yíng)發(fā)展。
[Abstract]:The State Council put forward the reform of mixed ownership, called for the reform and reorganization of some state-owned enterprises, and gradually formulated a plan for deepening the implementation of the reform. As part of the central enterprises, the food and beverage industry of WISCO is also gradually seeking transformation. From the original situation of surviving on the related transaction subsidy of the main factory and mine of WISCO to the new development pattern of self-reliance and market-oriented, this puts forward a new challenge to the food and beverage industry of WISCO, and requires higher strategic layout. In order to adapt to market demand in the longer term, standing in the undefeated. The catering beverage industry of WISCO has undergone the transformation from traditional service industry to modern city service industry, from relying on the internal affiliated trading market of WISCO to the external economic market, and from labor-intensive enterprises to knowledge management enterprises. In the face of full competition in the market, good strategic planning, good development goals, and good core competitiveness are the necessary conditions for the growth of enterprises. KC Company must step out of the original state-owned enterprises' Enwei. According to the full competition market way to plan the future development orientation, create a new world. Taking the beverage industry of WISCO as the research object, this paper analyzes the value chain, external environment, internal environment and resources and ability of WISCO by means of PEST analysis, Porter five-force model and function analysis, etc. This paper points out the opportunities and threats, as well as the advantages and disadvantages of each industry. Then the internal and external (IE) matrix analysis model and the big strategy analysis model are used to analyze and evaluate the company's main business group meal supply and beverage management and sales, so as to make a strategic choice and determine the future development goal of the company. The main research of this paper is to establish the regional development and industrial diversification pattern to realize the sustainable development of the company in order to solve the problem of unitary industry and the threat of complete paralysis of the operation of the company. Therefore, after making a detailed analysis of the internal and external environment of the food beverage industry in WISCO, I use the knowledge of strategic management and personal experience that I have learned. Finally, the future development strategy of food beverage industry in WISCO is designed as: related diversified operation and part of industry regional chain management development.
【學(xué)位授予單位】：華中科技大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2016
【分類號(hào)】：F426.31;F719.3

【參考文獻(xiàn)】

相關(guān)期刊論文 前5條

1 賀偉;蒿坡;;薪酬分配差異一定會(huì)降低員工情感承諾嗎——薪酬水平、績(jī)效薪酬強(qiáng)度和員工多元化的調(diào)節(jié)作用[J];南開管理評(píng)論;2014年04期

2 沈小琴;影響薪酬設(shè)計(jì)的相關(guān)因素分析[J];湖南經(jīng)濟(jì)管理干部學(xué)院學(xué)報(bào);2005年04期

3 胡蓓;;基于發(fā)展戰(zhàn)略的績(jī)效管理體系[J];管理科學(xué)文摘;2004年05期

4 朱曉妹;唐寧玉;;國(guó)外績(jī)效薪酬管理的發(fā)展脈絡(luò)、趨勢(shì)與熱點(diǎn)問題[J];科技進(jìn)步與對(duì)策;2003年14期

5 邢占軍;國(guó)有大中型企業(yè)職工責(zé)任感研究[J];科學(xué)管理研究;2000年02期

，

本文編號(hào)：2445143