本文選題：發(fā)展戰(zhàn)略 + 消防��； 參考：《西南交通大學(xué)》2014年碩士論文

【摘要】：消防行業(yè),是國民經(jīng)濟(jì)和社會(huì)發(fā)展的關(guān)鍵組成部分,其重要性顯而易見。隨著國家對(duì)消防行業(yè)的關(guān)注,消防行業(yè)的發(fā)展得到了政策上的有利支持。隨著中國經(jīng)濟(jì)持續(xù)快速發(fā)展,消防安全形勢日趨嚴(yán)重。隨著我國社會(huì)的進(jìn)步,消防需求逐漸從被動(dòng)式需求向主動(dòng)式需求轉(zhuǎn)變。我國消防科學(xué)技術(shù)的發(fā)展起步比較晚,消防設(shè)備的發(fā)展明顯落后于世界先進(jìn)水平,很難適應(yīng)中國現(xiàn)代化建設(shè)新形勢的需要,消防企業(yè)面臨著外部和內(nèi)部的危機(jī)與挑戰(zhàn)。VITALONG公司是一家從事消防裝備設(shè)計(jì)、制造、安裝、維護(hù)及消防工程于一體的民營企業(yè),成立于2000年。企業(yè)以“服務(wù)消防、盡責(zé)社會(huì)”為宗旨,歷經(jīng)十余年的創(chuàng)新發(fā)展,從單一消防設(shè)備制造商發(fā)展為行業(yè)消防整體解決方案服務(wù)商,逐漸形成了自己的核心競爭力,企業(yè)規(guī)模不斷擴(kuò)大,正處于高速發(fā)展期。但是,企業(yè)在財(cái)務(wù)狀況、管理制度、執(zhí)行力、信息化水平等方面存在不足,導(dǎo)致企業(yè)沒有形成具有規(guī)模性生產(chǎn),產(chǎn)品盈利能力不強(qiáng),發(fā)展速度下降。作者試圖對(duì)該企業(yè)發(fā)展戰(zhàn)略進(jìn)行分析,促進(jìn)該公司能充分利用自身優(yōu)勢,抓住市場機(jī)遇,回避市場風(fēng)險(xiǎn),實(shí)現(xiàn)企業(yè)愿景。本文以VITALONG公司為研究實(shí)例,并結(jié)合消防行業(yè)的特點(diǎn)及趨勢,采用宏觀與微觀、定性與定量相結(jié)合及實(shí)證分析方法,對(duì)企業(yè)的擁有的資源和能力所表現(xiàn)出來的優(yōu)勢和劣勢進(jìn)行分析,以及企業(yè)外部的風(fēng)險(xiǎn)和機(jī)會(huì)的評(píng)估,闡明了在競爭環(huán)境中企業(yè)的生存態(tài)勢、經(jīng)營方向和發(fā)展戰(zhàn)略,最后制定了企業(yè)可供選擇的戰(zhàn)略方案和運(yùn)營策略。本文采用了企業(yè)戰(zhàn)略研究的相關(guān)理論,如：PEST分析法、外部環(huán)境評(píng)價(jià)矩陣(EFE)、內(nèi)部環(huán)境評(píng)價(jià)矩陣(IFE)、SWOT分析模型等等。通過分析,得出VITALONG應(yīng)采取聚焦差異化競爭戰(zhàn)略,并選擇增長型發(fā)展戰(zhàn)略,使企業(yè)在現(xiàn)有的戰(zhàn)略基礎(chǔ)向更高以及的目標(biāo)發(fā)展。最后,論文論述了VITALONG發(fā)展戰(zhàn)略實(shí)施的具體措施及戰(zhàn)略控制,提出通過健全公司結(jié)構(gòu)、構(gòu)建人力資源管理體系、強(qiáng)化基礎(chǔ)管理、構(gòu)建多元化管控模式、建立信息管理系統(tǒng)、發(fā)揮企業(yè)文化效能等方面來保證其發(fā)展戰(zhàn)略的有效實(shí)施。
[Abstract]:Fire industry is a key component of the national economy and social development, its importance is obvious. With the attention of the fire industry, the development of fire industry has been supported by the policy. With the continuous and rapid development of China's economy, the fire safety situation is becoming more and more severe. With the progress of our society, the demand for fire fighting is gradually from The development of fire fighting science and technology in China is late, the development of fire fighting equipment is obviously behind the advanced world level, it is difficult to adapt to the needs of the new situation of China's modernization. The fire fighting enterprises face the external and internal crisis and the.VITALONG company is a fire fighting equipment design, The private enterprise of manufacturing, installation, maintenance and fire fighting is established in 2000. The enterprise, with the purpose of "service fire protection, conscientious society", has developed from a single fire equipment manufacturer to a whole solution service provider from a single fire equipment manufacturer, and has gradually formed its own core competitiveness, and the scale of the enterprise is expanding continuously. It is in a period of high speed development. However, there are shortcomings in the financial situation, the management system, the executive power and the level of information. The enterprise has not formed a scale production, the ability of product profit is not strong, and the speed of development has fallen. The author tries to analyze the development strategy of the enterprise and promote the company to make full use of its own advantages. Taking the market opportunity, avoiding the market risk and realizing the enterprise vision, this paper, taking VITALONG company as an example, combined with the characteristics and trends of the fire industry, uses macro and micro, qualitative and quantitative analysis methods to analyze the advantages and disadvantages of the enterprises' resources and capabilities, as well as the enterprises. The evaluation of external risk and opportunity illustrates the survival situation, management direction and development strategy of enterprises in the competitive environment. Finally, the strategic plan and operation strategy are formulated. This paper adopts the related theories of enterprise strategy research, such as PEST analysis, external environment evaluation matrix (EFE), and internal environment evaluation matrix. IFE), SWOT analysis model and so on. Through the analysis, it is concluded that VITALONG should take the focused differentiation competition strategy and choose the growth strategy to make the enterprise develop in the existing strategic basis. Finally, the thesis discusses the measures and strategic control of the implementation of the VITALONG strategy, and proposes to improve the structure of the company, The construction of human resources management system, the strengthening of basic management, the construction of diversified management and control model, the establishment of information management system, and enterprise cultural effectiveness to ensure the effective implementation of its development strategy.
【學(xué)位授予單位】：西南交通大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F426.4

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本文編號(hào)：2082752