萊鋼集團(tuán)多元化戰(zhàn)略研究
發(fā)布時(shí)間：2018-08-14 18:55
【摘要】：多元化戰(zhàn)略是企業(yè)普遍采取的一種經(jīng)營戰(zhàn)略。特別當(dāng)企業(yè)發(fā)展到一定階段之后,無論企業(yè)是出于利用市場勢力、獲得范圍經(jīng)濟(jì)、規(guī)避行業(yè)風(fēng)險(xiǎn)的外部動(dòng)因,還是出于降低交易成本,獲得協(xié)同效應(yīng)、利用剩余資源的內(nèi)部考慮。成功的多元化經(jīng)營往往能夠給企業(yè)帶來可觀的經(jīng)濟(jì)利益,促進(jìn)企業(yè)向前發(fā)展,而盲目或者過度地開展多元化經(jīng)營,則會(huì)在一定程度上給企業(yè)帶來不必要的經(jīng)營困境。因此,一個(gè)企業(yè)是否基于自身實(shí)際,選擇了一條正確的多元化發(fā)展道路,就成為這個(gè)企業(yè)能否順利實(shí)行多元化戰(zhàn)略的關(guān)鍵性因素。 自上世紀(jì)90年代,我國企業(yè)開始紛紛實(shí)行多元化經(jīng)營,多元化戰(zhàn)略一度成為了一種主流模式,普遍在我國大中型企業(yè)中得以運(yùn)用。萊鋼集團(tuán)也在此階段開始走向了多元化經(jīng)營的歷程,集團(tuán)多元化的過程先后經(jīng)歷了孕育、擴(kuò)張、整合三個(gè)歷史性階段,最終形成了涵蓋二十多個(gè)業(yè)務(wù)單元,涉及十多個(gè)行業(yè),由六大部分組成的一個(gè)相對完整的多元產(chǎn)業(yè)體系。萊鋼集團(tuán)實(shí)施多元化戰(zhàn)略在一定程度上取得了成功,特別是近幾年,多元產(chǎn)業(yè)的蓬勃發(fā)展,給鋼鐵主業(yè)處于“微利”時(shí)期的集團(tuán)公司帶來了生機(jī)與活力,集團(tuán)收獲的豐厚的投資回報(bào),幫助企業(yè)渡過難關(guān)。但是,集團(tuán)在推進(jìn)多元化的過程當(dāng)中,也存在許多矛盾突出的問題,一度成為制約公司多元化發(fā)展的瓶頸。因此,需要企業(yè)站在集團(tuán)整體的的高度,用全局的眼光,全盤考慮集團(tuán)目前在多元化發(fā)展過程中存在的問題,與此同時(shí),企業(yè)如何在復(fù)雜的競爭環(huán)境和轉(zhuǎn)瞬即逝的市場機(jī)遇背景下,科學(xué)、合理的布局多元產(chǎn)業(yè),優(yōu)化配置資源如何能夠把握機(jī)遇使多元產(chǎn)業(yè)在風(fēng)云變幻的市場競爭中脫穎而出,也成為集團(tuán)目前多元化發(fā)展面臨的困境與難題。 本文以萊鋼集團(tuán)作為研究對象,在搜集公司大量史實(shí)資料的基礎(chǔ)上,對其多元化戰(zhàn)略實(shí)證分析。首先,介紹萊鋼多元產(chǎn)業(yè)的發(fā)展現(xiàn)狀,并將萊鋼涉及的多元化產(chǎn)業(yè)歸納整合為六大板塊,運(yùn)用搜集得來的史實(shí)資料對每個(gè)多元產(chǎn)業(yè)進(jìn)行客觀的描述,并試對其在多元化的經(jīng)營過程當(dāng)中存在的一些問題進(jìn)行總結(jié)。其次,對集團(tuán)進(jìn)行外部環(huán)境PEST分析,論述企業(yè)實(shí)施多元化戰(zhàn)略的必要性；對集團(tuán)進(jìn)行內(nèi)部SWOT分析,論述企業(yè)實(shí)施多元化戰(zhàn)略的可行性,并通過SWOT評分表得出集團(tuán)適合采取的多元化發(fā)展戰(zhàn)略。第三,應(yīng)用GE矩陣,從行業(yè)吸引力和業(yè)務(wù)競爭力兩個(gè)層面,對萊鋼旗下的多元業(yè)務(wù)進(jìn)行評估,明確集團(tuán)多元產(chǎn)業(yè)的重點(diǎn)與核心,并以此對集團(tuán)的多元化產(chǎn)業(yè)板塊進(jìn)行調(diào)整和布局、明確產(chǎn)業(yè)各自的發(fā)展方向。最后,總結(jié)集團(tuán)實(shí)施多元化戰(zhàn)略的一系列保障性措施,希望以此達(dá)到集團(tuán)進(jìn)一步整合相關(guān)資源,優(yōu)化產(chǎn)業(yè)結(jié)構(gòu),形成科學(xué)、合理的多元產(chǎn)業(yè)布局,獲得企業(yè)永續(xù)經(jīng)營的目標(biāo),同時(shí)希望這些措施能夠給我國其他鋼鐵企業(yè)進(jìn)行多元化經(jīng)營帶來一定程度上的啟示。
[Abstract]:Diversification strategy is a kind of management strategy adopted by enterprises. Especially when the enterprise develops to a certain stage, whether it is out of the external motivation of utilizing market power, obtaining scope economy, avoiding industry risk, or reducing transaction cost and obtaining synergy effect, Use the remaining resources for internal consideration. Successful diversification can often bring considerable economic benefits to enterprises and promote the development of enterprises, while blindly or excessively carrying out diversified management will bring unnecessary difficulties to enterprises to a certain extent. Therefore, whether an enterprise chooses a correct path of diversification based on its own reality becomes the key factor for the successful implementation of diversification strategy. Since the 1990s, Chinese enterprises began to carry out diversified management one after another, and diversification strategy once became a mainstream mode, which was widely used in large and medium-sized enterprises in our country. At this stage, Laigang Group also began to move towards the process of diversified management. The process of diversification of the Group experienced three historical stages, namely, gestation, expansion and integration, and finally formed more than 20 business units, involving more than 10 industries. Consists of six parts of a relatively complete diversified industrial system. The implementation of diversification strategy of Laigang Group has been successful to some extent, especially in recent years, the vigorous development of diversified industries has brought vitality and vitality to the group companies in the period of "little profit" in the main industry of iron and steel. The group reaped the rich investment return, helps the enterprise to tide over the difficulty. However, in the process of promoting diversification, the group also has many contradictions and prominent problems, which once became the bottleneck restricting the development of diversification. Therefore, it is necessary for enterprises to stand at the height of the group as a whole, to take a holistic view of the problems existing in the process of diversification of the group, and at the same time to consider the problems existing in the process of diversification of the group. Under the background of complex competitive environment and fleeting market opportunity, how can enterprises scientifically and reasonably distribute diversified industries, how to optimize allocation of resources and how to grasp the opportunities to make diversified industries stand out in the changing market competition? It also becomes the dilemma and difficult problem that the group faces in the development of diversification at present. In this paper, Laigang Group as the research object, on the basis of collecting a large number of historical facts of the company, the diversification strategy of empirical analysis. First of all, it introduces the development status of multiple industries in Laiwu Iron and Steel Co., Ltd., and integrates the diversified industries involved in Laiwu Iron and Steel Co into six major plates, and uses the collected historical facts to describe each diversified industry objectively. And try to its diversification process in the existence of some problems. Secondly, the paper analyzes the external environment PEST of the group, discusses the necessity of implementing the diversification strategy, and discusses the feasibility of implementing the diversification strategy on the basis of the internal SWOT analysis of the group. And through the SWOT score table to get the group suitable to adopt the diversification development strategy. Third, using GE matrix, from the two aspects of industry attraction and business competitiveness, to evaluate the diversified business of Laiwu Iron and Steel Co., Ltd., and to clarify the focus and core of the group's diversified industries. On this basis, the group's diversified industry plate adjustment and layout, to clarify the respective development direction of the industry. Finally, it summarizes a series of safeguard measures to implement diversification strategy, hoping to achieve the goal of further integrating related resources, optimizing industrial structure, forming scientific and rational multi-industry layout, and obtaining the goal of sustainable management of enterprises. At the same time, I hope these measures can bring some enlightenment to other iron and steel enterprises in our country.
【學(xué)位授予單位】：山東大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F426.31;F272
本文編號：2183807
[Abstract]:Diversification strategy is a kind of management strategy adopted by enterprises. Especially when the enterprise develops to a certain stage, whether it is out of the external motivation of utilizing market power, obtaining scope economy, avoiding industry risk, or reducing transaction cost and obtaining synergy effect, Use the remaining resources for internal consideration. Successful diversification can often bring considerable economic benefits to enterprises and promote the development of enterprises, while blindly or excessively carrying out diversified management will bring unnecessary difficulties to enterprises to a certain extent. Therefore, whether an enterprise chooses a correct path of diversification based on its own reality becomes the key factor for the successful implementation of diversification strategy. Since the 1990s, Chinese enterprises began to carry out diversified management one after another, and diversification strategy once became a mainstream mode, which was widely used in large and medium-sized enterprises in our country. At this stage, Laigang Group also began to move towards the process of diversified management. The process of diversification of the Group experienced three historical stages, namely, gestation, expansion and integration, and finally formed more than 20 business units, involving more than 10 industries. Consists of six parts of a relatively complete diversified industrial system. The implementation of diversification strategy of Laigang Group has been successful to some extent, especially in recent years, the vigorous development of diversified industries has brought vitality and vitality to the group companies in the period of "little profit" in the main industry of iron and steel. The group reaped the rich investment return, helps the enterprise to tide over the difficulty. However, in the process of promoting diversification, the group also has many contradictions and prominent problems, which once became the bottleneck restricting the development of diversification. Therefore, it is necessary for enterprises to stand at the height of the group as a whole, to take a holistic view of the problems existing in the process of diversification of the group, and at the same time to consider the problems existing in the process of diversification of the group. Under the background of complex competitive environment and fleeting market opportunity, how can enterprises scientifically and reasonably distribute diversified industries, how to optimize allocation of resources and how to grasp the opportunities to make diversified industries stand out in the changing market competition? It also becomes the dilemma and difficult problem that the group faces in the development of diversification at present. In this paper, Laigang Group as the research object, on the basis of collecting a large number of historical facts of the company, the diversification strategy of empirical analysis. First of all, it introduces the development status of multiple industries in Laiwu Iron and Steel Co., Ltd., and integrates the diversified industries involved in Laiwu Iron and Steel Co into six major plates, and uses the collected historical facts to describe each diversified industry objectively. And try to its diversification process in the existence of some problems. Secondly, the paper analyzes the external environment PEST of the group, discusses the necessity of implementing the diversification strategy, and discusses the feasibility of implementing the diversification strategy on the basis of the internal SWOT analysis of the group. And through the SWOT score table to get the group suitable to adopt the diversification development strategy. Third, using GE matrix, from the two aspects of industry attraction and business competitiveness, to evaluate the diversified business of Laiwu Iron and Steel Co., Ltd., and to clarify the focus and core of the group's diversified industries. On this basis, the group's diversified industry plate adjustment and layout, to clarify the respective development direction of the industry. Finally, it summarizes a series of safeguard measures to implement diversification strategy, hoping to achieve the goal of further integrating related resources, optimizing industrial structure, forming scientific and rational multi-industry layout, and obtaining the goal of sustainable management of enterprises. At the same time, I hope these measures can bring some enlightenment to other iron and steel enterprises in our country.
【學(xué)位授予單位】：山東大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F426.31;F272
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