本文選題：富奧股份 + 發(fā)展戰(zhàn)略�。� 參考：《吉林大學(xué)》2014年碩士論文

【摘要】：富奧汽車零部件股份有限公司成立于1998年9月，是中國汽車零部件生產(chǎn)制造和銷售的大型企業(yè)，主要生產(chǎn)底盤系統(tǒng)、環(huán)境系統(tǒng)、制動和傳動系統(tǒng)、轉(zhuǎn)向及安全系統(tǒng)、發(fā)動機(jī)附件系統(tǒng)、電子電器系統(tǒng)等六大系列產(chǎn)品。公司與日本電裝(DENSO)、美國天合(TRW)、德國采埃孚(ZF)、德國蒂森克虜伯(Thyssenkrupp)等眾多國際零部件巨頭先后進(jìn)行了合資合作，具有與全球著名汽車零部件制造商良好的合作基礎(chǔ)。 富奧公司在近幾年發(fā)生重大變革，先是完成了“主輔分離，輔業(yè)改制”的改制工作，繼而成功登陸了資本市場，成為上市公司。企業(yè)結(jié)構(gòu)的根本性變化對于本公司未來的發(fā)展戰(zhàn)略提出了更高、更迫切的要求。 長期以來，富奧公司與其他老國企一樣，受制于企業(yè)體制的影響，思想僵化，技術(shù)創(chuàng)新能力差，市場份額逐年衰退，，企業(yè)發(fā)展緩慢。公司改制之后，在人員、設(shè)備、技術(shù)等方面做出了重大變革，企業(yè)迫切需要一條可持續(xù)發(fā)展的戰(zhàn)略規(guī)劃，以整合各項(xiàng)資源，貫徹董事會及經(jīng)管團(tuán)隊對公司的要求，為公司未來的發(fā)展提供支持。 本文以富奧公司為背景單位，對本企業(yè)外部環(huán)境和內(nèi)部環(huán)境進(jìn)行了較為詳盡的分析，通過政治法律、經(jīng)濟(jì)、社會文化、技術(shù)發(fā)展等多個方面全面剖析了富奧公司面臨的戰(zhàn)略環(huán)境，并據(jù)此列出了企業(yè)自身的優(yōu)勢、劣勢以及面對的機(jī)會、威脅。在競爭戰(zhàn)略的選擇上，以差異化戰(zhàn)略為主，輔以成本領(lǐng)先戰(zhàn)略，并通過體系建設(shè)、市場開發(fā)、人才培育、企業(yè)文化建設(shè)等保障措施保證戰(zhàn)略的順利實(shí)現(xiàn)。
[Abstract]:Fuao Auto parts Co., Ltd. was established in September 1998. It is a large enterprise manufacturing and selling auto parts in China. It mainly produces chassis systems, environmental systems, braking and transmission systems, steering and safety systems. Engine accessories system, electronic and electrical systems and other six series of products. The company has carried out joint ventures with many international parts giants, such as Japan, Thyssenkruppa, USA, Thyssenkrupp. and so on, and has a good foundation for cooperation with the world famous automobile parts manufacturers. The company has established joint ventures with many other international parts giants, such as Japan, USA, Germany, Germany, and Thyssenkrupp.Our company has a good foundation of cooperation with the world famous automobile parts manufacturers. In recent years, Fuao Company has undergone great changes. It has first completed the reform of "separation of main and auxiliary industries, reform of auxiliary industry", and then successfully landed on the capital market and become a listed company. The fundamental changes of the enterprise structure put forward higher and more urgent requirements for the company's future development strategy. For a long time, Fu'ao Company, like other old state-owned enterprises, has been subject to the influence of enterprise system, its ideology is rigid, its technological innovation ability is poor, its market share is declining year by year, and its development is slow. After the restructuring of the company, major changes have been made in personnel, equipment, technology, etc. The company urgently needs a sustainable strategic plan to integrate resources and implement the requirements of the board of directors and the management team for the company. To provide support for the future development of the company. Based on the background of Fu'ao Company, this paper makes a detailed analysis of the external and internal environment of the enterprise, through political law, economy, social culture, This paper analyzes the strategic environment faced by Fu-ao Company in many aspects, such as technology development, and lists its own strengths, weaknesses, opportunities and threats. In the selection of competitive strategy, differentiation strategy is the main strategy, supplemented by cost leading strategy, and through system construction, market development, talent cultivation, enterprise culture construction and other safeguards to ensure the smooth implementation of the strategy.
【學(xué)位授予單位】：吉林大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F272.3;F426.471

【參考文獻(xiàn)】

相關(guān)期刊論文 前1條

1 馮墨青;;淺談企業(yè)執(zhí)行力[J];企業(yè)導(dǎo)報;2010年08期

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