本文選題：戰(zhàn)略 + 外部環(huán)境　； 參考：《西南財經(jīng)大學(xué)》2014年碩士論文

【摘要】：戰(zhàn)略管理是指對一個企業(yè)或組織在一定時期的全局的、長遠的發(fā)展方向、目標(biāo)、任務(wù)、政策以及資源調(diào)配做出的決策和管理藝術(shù),它包括公司在完成具體目標(biāo)時對不確定因素做出的一系列判斷。隨著戰(zhàn)略管理思想的普及,越來越多企業(yè)認識到戰(zhàn)略的重要性,也有越來越多的企業(yè)家從按個人想法實踐到根據(jù)管理理論來管理企業(yè)。同時,戰(zhàn)略管理逐步從大企業(yè)進入到中小企業(yè),應(yīng)用越來越廣泛。 中國的中小企業(yè)是中國經(jīng)濟發(fā)展的中堅力量,到2012年6月其數(shù)量達到1100萬,占國內(nèi)企業(yè)總數(shù)的89.1%。過去中小企業(yè)一直采取傳統(tǒng)的經(jīng)營模式,而現(xiàn)在具有戰(zhàn)略意識的中小企業(yè)越來越多。本文的W公司就是其中之一。 W公司為民營汽車零部件生產(chǎn)企業(yè),一方面企業(yè)的人力資源水平不高,另一方面企業(yè)的基礎(chǔ)管理尚未建立完善,從這兩方面看該企業(yè)無疑是不成功的。但過去十年,在沒有戰(zhàn)略、基礎(chǔ)管理混亂、人力水平不高的情況下,W公司的銷售收入從2000萬元增加到上億元。這樣的成績都得益于行業(yè)的快速發(fā)展及產(chǎn)品特性,即只要獲得一個訂單,這個訂單通常能保證6年的生命力。2010年該企業(yè)的銷售收入與利潤水平都達到了巔峰,但隨后開始下降,這使W公司的領(lǐng)導(dǎo)開始意識到,依靠過去十年的方法已經(jīng)不能使企業(yè)得到更好的發(fā)展,企業(yè)需要有明確的戰(zhàn)略目標(biāo)來指導(dǎo)企業(yè)行為了。 本文第三章首先通過PEST分析方法對外部政治、經(jīng)濟、社會、技術(shù)四方面因素進行了分析,采用EFE矩陣對企業(yè)應(yīng)對外部機會威脅做了總結(jié)。第四章通過內(nèi)部資源與發(fā)展能力分析方法對企業(yè)內(nèi)部優(yōu)勢與劣勢進行了分析,采用IFE矩陣對優(yōu)劣勢進行了總結(jié)。第五章通過SWOT分析方法,得出了企業(yè)分別在面臨機遇與優(yōu)勢、機遇與劣勢、威脅與優(yōu)勢、威脅與劣勢四種情況下可能的策略選擇,根據(jù)這些策略,從組織、市場營銷、技術(shù)質(zhì)量、人力資源、財務(wù)以及供應(yīng)鏈六個方面制定了相應(yīng)的行動措施。 此外,本文還存在很多不足。一是鑒于時間的限制,本文僅能完成戰(zhàn)略制定,戰(zhàn)略實施還沒有進行,后續(xù)的戰(zhàn)略評價也相應(yīng)不能進行。二是由于本人在汽車行業(yè)的時間較短,對行業(yè)的分析可能還不透徹。 盡管還有不足,但還是希望通過此研究,為w公司未來的發(fā)展提供一些新的思路。本人將在未來的時間里根據(jù)戰(zhàn)略實施的結(jié)果,結(jié)合環(huán)境變化進行戰(zhàn)略調(diào)整,以更好地幫助企業(yè)發(fā)展。
[Abstract]:Strategic management refers to the overall, long-term development direction, objectives, tasks, policies and resource allocation of an enterprise or organization in a certain period of time. It consists of a series of judgments that companies make about uncertainties in meeting specific goals. With the popularization of strategic management thought, more and more enterprises realize the importance of strategy, and more entrepreneurs manage enterprises according to personal thinking and management theory. At the same time, strategic management gradually from large enterprises to small and medium-sized enterprises, more and more widely used. China's small and medium-sized enterprises are the backbone of China's economic development. By June 2012, the number of small and medium-sized enterprises in China reached 11 million, accounting for 89. 1% of the total number of domestic enterprises. In the past, small and medium-sized enterprises have adopted the traditional business model, but now there are more and more small and medium-sized enterprises with strategic consciousness. W Company is one of them. On the one hand, the level of human resources of the enterprise is not high, on the other hand, the basic management of the enterprise has not been established. From these two aspects of the enterprise is no doubt unsuccessful. But in the past decade, sales revenue has increased from 20 million yuan to hundreds of millions of yuan without a strategy, a poorly managed infrastructure and a low manpower level. Such results are due to the rapid growth of the industry and the product nature of the order, which usually holds life for six years. The company's sales and profits peaked in 2010, but then began to decline. This makes the leaders of W Company realize that relying on the methods of the past ten years has not been able to make the enterprise get better development, and the enterprise needs to have clear strategic objectives to guide the enterprise behavior. In the third chapter, the external political, economic, social and technological factors are analyzed by pest analysis method, and the EFE matrix is used to sum up the enterprises' response to the threat of external opportunities. The fourth chapter analyzes the internal strengths and weaknesses of enterprises through the analysis of internal resources and development capabilities, and summarizes the advantages and disadvantages by using IFE matrix. The fifth chapter through the SWOT analysis method, has obtained the possible strategy choice under the opportunity and the superiority, the opportunity and the inferiority, the threat and the superiority, the threat and the inferiority, according to these strategies, from the organization, the marketing, Technical quality, human resources, finance and supply chain six aspects of the corresponding action measures. In addition, there are many shortcomings in this paper. First, due to the time constraints, this paper can only complete the strategy formulation, the implementation of the strategy has not been carried out, the subsequent strategic evaluation can not be carried out. Second, because I am in the automotive industry for a short time, the industry may not be thorough analysis. Although there are still shortcomings, we hope to provide some new ideas for the future development of w Company through this research. In the future, I will adjust the strategy according to the result of strategy implementation and environment change, so as to help the development of enterprise better.
【學(xué)位授予單位】：西南財經(jīng)大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F272;F426.471

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