【摘要】：經(jīng)過三十多年的發(fā)展,我國(guó)的民營(yíng)企業(yè)已經(jīng)從求生存轉(zhuǎn)向謀求更大的發(fā)展,實(shí)施多元化經(jīng)營(yíng)戰(zhàn)略成了眾多已經(jīng)創(chuàng)業(yè)成功的民營(yíng)企業(yè)的選擇。許多企業(yè)因此實(shí)現(xiàn)了做大做強(qiáng)的夢(mèng)想,但也有許多企業(yè)因此落入了戰(zhàn)略冒進(jìn)的陷阱。 本文以企業(yè)戰(zhàn)略管理理論為基礎(chǔ),綜合相關(guān)研究成果,系統(tǒng)介紹了企業(yè)多元化經(jīng)營(yíng)戰(zhàn)略的基本理論和分析工具,并運(yùn)用這些理論與分析工具對(duì)ZKX企業(yè)實(shí)施多元化經(jīng)營(yíng)戰(zhàn)略的具體案例進(jìn)行了分析。 ZKX企業(yè)在第一次創(chuàng)業(yè)成功后,從1999年開始實(shí)施不相關(guān)多元化經(jīng)營(yíng)戰(zhàn)略,其新業(yè)務(wù)涉足水電、醫(yī)療、教育、旅游、交通和房地產(chǎn)等多個(gè)行業(yè),分布于浙江、上海、江蘇、江西和陜西等多個(gè)省市,總投資近三十四億元。2006年,企業(yè)在主要項(xiàng)目基本建成并投入運(yùn)營(yíng)之后,資金鏈斷裂,企業(yè)創(chuàng)始人外逃,企業(yè)岌岌可危。 本文認(rèn)為ZKX企業(yè)實(shí)施多元化經(jīng)營(yíng)戰(zhàn)略失敗的關(guān)鍵原因有以下幾個(gè)方面：一是企業(yè)創(chuàng)始人做大企業(yè)、搶占資源的欲望極其強(qiáng)烈,遠(yuǎn)遠(yuǎn)超過其自身的能力,終使企業(yè)的發(fā)展迷失了方向；二是企業(yè)沒有具備實(shí)施多元化經(jīng)營(yíng)的關(guān)鍵條件,卻選擇了主業(yè)轉(zhuǎn)型、實(shí)施多行業(yè)多區(qū)域不相關(guān)多元化的冒進(jìn)式戰(zhàn)略發(fā)展路徑；第三是在實(shí)施過程中沒有形成有效的戰(zhàn)略評(píng)價(jià)與控制機(jī)制,無法及時(shí)糾正許多致命的戰(zhàn)略錯(cuò)誤,致使企業(yè)走向失敗。 本文認(rèn)為保證民營(yíng)企業(yè)成功實(shí)施多元化經(jīng)營(yíng)戰(zhàn)略的前提是企業(yè)必須有效開展企業(yè)戰(zhàn)略管理工作,需要重點(diǎn)把握以下幾個(gè)方面：一是企業(yè)家一定要節(jié)制膨脹的欲望,堅(jiān)守底線,扣緊“安全弦”；二是企業(yè)發(fā)展不能舍本求末,要牢記企業(yè)價(jià)值最大化這一長(zhǎng)遠(yuǎn)目標(biāo)；三是戰(zhàn)略路徑選擇要實(shí)現(xiàn)市場(chǎng)機(jī)會(huì)與企業(yè)能力的匹配；四是戰(zhàn)略支持體系要適應(yīng)多元化經(jīng)營(yíng)的戰(zhàn)略需求；五是實(shí)施多元化戰(zhàn)略要強(qiáng)化戰(zhàn)略評(píng)價(jià)與控制。
[Abstract]:After more than 30 years of development, private enterprises in our country have changed from survival to seek for greater development, the implementation of diversification strategy has become the choice of many successful private enterprises. Many enterprises realize the dream of becoming bigger and stronger, but many enterprises fall into the trap of strategic venture. Based on the theory of enterprise strategic management and the related research results, this paper systematically introduces the basic theory and analysis tools of enterprise diversification strategy. Using these theories and analysis tools, this paper analyzes the specific cases of diversification strategy of ZKX enterprises. After the first successful venture, ZKX enterprises began to implement independent diversification strategy from 1999. Its new business involves hydropower, medical care, education, tourism, transportation and real estate. It is located in Zhejiang, Shanghai, Jiangsu, Jiangxi and Shaanxi provinces and cities, with a total investment of nearly 3.4 billion yuan in 2006. After the main project is built and put into operation, the capital chain breaks, the founder escapes, and the enterprise is in danger. This paper holds that the key reasons for the failure of the diversification strategy of ZKX enterprises are as follows: first, the enterprise founders have a strong desire to make large enterprises and seize resources, which far exceeds their own ability. Finally, the development of the enterprise lost its direction; second, the enterprise did not have the key conditions to implement diversification, but chose the transformation of the main industry, implementing the multi-industry and multi-region independent diversification of the strategy of development path; The third is that there is no effective strategic evaluation and control mechanism in the process of implementation, and many fatal strategic errors can not be corrected in time, which leads to the failure of the enterprise. This paper holds that the premise to ensure the successful implementation of diversification strategy for private enterprises is that enterprises must effectively carry out the strategic management of enterprises, and they need to focus on the following aspects: first, entrepreneurs must control the desire to expand, adhere to the bottom line, Second, we should keep in mind the long-term goal of maximizing the value of the enterprise, and choose the strategic path to realize the match between the market opportunity and the ability of the enterprise. Fourth, the strategic support system should adapt to the strategic needs of diversified management, and the fifth, the implementation of diversification strategy should strengthen the strategic evaluation and control.
【學(xué)位授予單位】：浙江工業(yè)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F272.3

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