【摘要】：隨著我國(guó)宏觀經(jīng)濟(jì)進(jìn)入轉(zhuǎn)型升級(jí)期,當(dāng)前,我國(guó)民營(yíng)制造企業(yè)面臨著嚴(yán)峻的外部環(huán)境,如國(guó)外出口受阻,國(guó)內(nèi)產(chǎn)能過(guò)剩,企業(yè)面臨惡性競(jìng)爭(zhēng),企業(yè)利潤(rùn)空間越來(lái)越小等,在這些背景下,民營(yíng)制造企業(yè)自身普遍缺乏規(guī)范管理的問(wèn)題也日益凸顯,諸如企業(yè)戰(zhàn)略目標(biāo)不明確,戰(zhàn)略實(shí)施措施不夠科學(xué)合理等。以湖南省株洲市一家從事機(jī)械加工的小型民營(yíng)企業(yè)為研究對(duì)象,借助于企業(yè)戰(zhàn)略管理的相關(guān)理論,本文對(duì)小型民營(yíng)制造企業(yè)的發(fā)展戰(zhàn)略進(jìn)行了研究。 基于PEST模型、五力競(jìng)爭(zhēng)模型等工具,本研究首先對(duì)該企業(yè)所面臨的外部環(huán)境、企業(yè)內(nèi)部特點(diǎn)進(jìn)行了分析；其次,本文使用SWOT模型將分析得到的企業(yè)市場(chǎng)機(jī)會(huì)、威脅與企業(yè)自身的優(yōu)勢(shì)、劣勢(shì)進(jìn)行匹配,總結(jié)出了企業(yè)未來(lái)合適的發(fā)展方向；再次,在制定企業(yè)發(fā)展戰(zhàn)略的過(guò)程中,結(jié)合企業(yè)成長(zhǎng)的相關(guān)理論,為企業(yè)詳細(xì)制定了明確總體戰(zhàn)略和目標(biāo)及財(cái)務(wù)、營(yíng)銷、人力資源、企業(yè)文化四個(gè)方面的具體戰(zhàn)略,并在最后給出了確保這些戰(zhàn)略有效實(shí)施的保障措施和建議。預(yù)計(jì)本文的相關(guān)研究成果對(duì)我國(guó)中小民營(yíng)制造企業(yè)在制定發(fā)展戰(zhàn)略及戰(zhàn)略實(shí)施等方面均具有一定的指導(dǎo)作用和啟示意義。
[Abstract]:With China's macro-economy entering a period of transformation and upgrading, at present, China's private manufacturing enterprises are facing a severe external environment, such as foreign export obstacles, domestic overcapacity, enterprises facing vicious competition, enterprise profit space is becoming smaller and smaller, and so on. In these contexts, the lack of standardized management in private manufacturing enterprises is becoming more and more prominent, such as unclear strategic objectives, scientific and reasonable strategic implementation measures and so on. Taking a small private enterprise engaged in machining in Zhuzhou City, Hunan Province as the research object, with the help of the related theory of enterprise strategic management, this paper studies the development strategy of small private manufacturing enterprise. Based on PEST model, five-force competition model and other tools, this study first analyzes the external environment and internal characteristics of the enterprise. Secondly, this paper uses SWOT model to match the market opportunities, threats and the advantages and disadvantages of the enterprise itself, and summarizes the appropriate development direction of the enterprise in the future. Thirdly, in the process of formulating the enterprise development strategy, combined with the relevant theories of enterprise growth, the overall strategy and objectives and the specific strategies of finance, marketing, human resources and corporate culture are formulated in detail. Finally, the safeguard measures and suggestions to ensure the effective implementation of these strategies are given. It is expected that the relevant research results of this paper will have certain guiding role and enlightening significance for small and medium-sized private manufacturing enterprises in China in the formulation of development strategy and strategic implementation.
【學(xué)位授予單位】：中南大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F272;F426.4

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本文編號(hào)：2483594