發(fā)布時間：2018-01-21 21:58

  本文關(guān)鍵詞： 創(chuàng)業(yè)管理 差異化 團隊組建 商機 資源　出處：《上海外國語大學(xué)》2014年碩士論文　論文類型：學(xué)位論文

【摘要】：隨著經(jīng)濟的發(fā)展，政策的支持，創(chuàng)業(yè)成為越來越多人的選擇。而這些新建的企業(yè)也逐漸成為社會發(fā)展的主要支撐，不僅為經(jīng)濟發(fā)展、社會和諧穩(wěn)定上做出了重要的貢獻，同時也成為技術(shù)革新的主力軍。然而，和國內(nèi)的創(chuàng)業(yè)熱潮相比，對于創(chuàng)業(yè)管理的研究甚少。這也導(dǎo)致了我們新創(chuàng)企業(yè)壽命短、競爭力不足、不可持續(xù)發(fā)展的現(xiàn)狀。特別對于那些規(guī)模較小的生產(chǎn)制造型企業(yè)來講，該問題尤為明顯。 S公司成立于2008年，適逢金融危機時刻，但S公司卻在很短的時間內(nèi)取得不俗的業(yè)績，年平均增長率超過60%，在某些領(lǐng)域內(nèi)，成為最大的風(fēng)機供應(yīng)商。這在競爭異常激烈的風(fēng)機市場，實屬少見。作者選擇S公司作為考察對象，作者發(fā)現(xiàn)，S公司在其團隊組建、商機分析及選擇、資源整合以及過程管理這幾個環(huán)節(jié)中相比其它創(chuàng)業(yè)企業(yè)，有很多獨到之處。 本文以此為案例，對整個過程進行分析，提煉總結(jié)經(jīng)驗，并希望這些經(jīng)驗?zāi)軌驅(qū)χ行〉膭?chuàng)業(yè)型企業(yè)提供有價值的借鑒。文章基于現(xiàn)有創(chuàng)業(yè)模型基礎(chǔ)上，建立S公司的創(chuàng)業(yè)模型，以此為中心，展開論述。文章中，首先從團隊組建入手，對于如何組建創(chuàng)業(yè)團隊，什么樣的團隊能夠走得更遠？創(chuàng)業(yè)企業(yè)到底該“任人唯親”還是“任人唯賢”等進行論述，其次就如何選擇合適的商機，避免機會陷阱進行了分析，S公司為何能夠在整個行業(yè)不景氣的情況下，卻取得高速增長？這很大程度上取決S公司所選擇的商機，商機必須具有較高的技術(shù)門檻、熟悉市場運作，具有較大潛力、豐厚利潤，，這是S公司選擇商機所考慮的要素。其次對于S公司所擁有的資源進行了闡述，從聲譽資源、智力資源、技術(shù)資源以及生產(chǎn)性質(zhì)資源這幾個維度進行分析，S公司如何利用這些資源來滿足商機需求？最后是對S公司的過程管理進行概述，S公司取得成功很大程度上得益于其差異化、專注化的市場營銷策略以及供應(yīng)商管理策略，本文也重點從這兩個個角度進行分析，什么樣的市場及供應(yīng)商策略更適合創(chuàng)業(yè)型的企業(yè)？ 綜上所述，創(chuàng)業(yè)型的企業(yè)要想在激烈的競爭環(huán)境中取得成功，必須擁有牢固的團度基礎(chǔ)，不可替代和復(fù)制的資源，選擇合適的商機以及具有前瞻性的策略管理，只有這樣企業(yè)才能走得更遠。
[Abstract]:With the development of economy and the support of policies, entrepreneurship has become the choice of more and more people, and these newly built enterprises have gradually become the main support of social development, not only for economic development. Social harmony and stability have made important contributions, but also become the main force of technological innovation. However, compared with the domestic entrepreneurial boom. The research on entrepreneurial management is very few. This also leads to the short life span of our new enterprises, insufficient competitiveness and unsustainable development, especially for those small production and manufacturing enterprises. The problem is particularly obvious. S company was founded in 2008, coinciding with the financial crisis, but S company in a very short period of time to achieve good results, the annual average growth rate of more than 60, in some areas. Become the largest fan supplier. This is rare in the highly competitive fan market. The author selected S company as the object of investigation. The author found that S company in its team formation, business opportunities analysis and selection. Resources integration and process management in these links compared with other entrepreneurial enterprises, there are many unique. This paper takes this as a case to analyze the whole process, extract and sum up the experience, and hope that these experiences can provide valuable reference for small and medium-sized entrepreneurial enterprises. The article is based on the existing entrepreneurial model. In this paper, starting with team building, what kind of team can go further as to how to set up a start-up team? Entrepreneurship should be "cronyism" or "appointment of meritocracy" and so on. Secondly, it analyzes how to choose the appropriate business opportunities and avoid the opportunity trap. Why is S Company able to achieve rapid growth in the recession of the entire industry? This largely depends on the business opportunities selected by S Company, the business opportunities must have a higher technical threshold, familiar with market operation, with greater potential, rich profits. This is the factor of S company to choose business opportunities. Secondly, the resources owned by S company are expounded, from the reputation resources, intellectual resources, technical resources and production resources of these several dimensions are analyzed. How can S use these resources to meet its business needs? Finally, the paper summarizes the process management of S Company. The success of S Company is largely due to its differentiation, focused marketing strategy and supplier management strategy. This paper also focuses on the analysis from these two angles, what kind of market and supplier strategy is more suitable for entrepreneurial enterprises? To sum up, if entrepreneurial enterprises want to succeed in the fierce competitive environment, they must have a solid group of resources that can not be replaced and copied. Choose the right business opportunities and forward-looking strategic management, only in this way enterprises can go further.
【學(xué)位授予單位】：上海外國語大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F272;F426.4

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本文編號：1452639