發(fā)布時(shí)間：2018-03-05 01:01

  本文選題：戰(zhàn)略　切入點(diǎn)：轉(zhuǎn)型　出處：《浙江理工大學(xué)》2015年碩士論文　論文類型：學(xué)位論文

【摘要】：隨著外貿(mào)經(jīng)濟(jì)的發(fā)展,外貿(mào)交易中的矛盾和問題日益凸顯,具體表現(xiàn)在龍頭企業(yè)少、產(chǎn)品提升慢,缺少國(guó)際市場(chǎng)的定價(jià)權(quán)等方面。此外,近年來我國(guó)貿(mào)易壁壘加大,國(guó)家連續(xù)調(diào)低外貿(mào)退稅的比例,導(dǎo)致外貿(mào)市場(chǎng)上的原材料價(jià)格上漲、勞動(dòng)力成本上升,這就使得以制造為主的我國(guó)大部分外貿(mào)企業(yè)利潤(rùn)收益被壓縮。在此背景下,研究外貿(mào)企業(yè)戰(zhàn)略轉(zhuǎn)型,實(shí)現(xiàn)外貿(mào)經(jīng)營(yíng)的可持續(xù)發(fā)展迫在眉睫。研究認(rèn)為企業(yè)成功的轉(zhuǎn)型和升級(jí)并非一蹴而就的,它既需要研究企業(yè)所處的外部環(huán)境,了解外部環(huán)境中存在哪些機(jī)遇可以為我所用,哪些挑戰(zhàn)需要去克服;它也需要分析企業(yè)內(nèi)部的既定的戰(zhàn)略目標(biāo)、運(yùn)營(yíng)方式和資源配置能力等要素,在充分發(fā)揮自身特點(diǎn)的情況下實(shí)現(xiàn)轉(zhuǎn)型。本研究以AK公司的戰(zhàn)略轉(zhuǎn)型為例展開探討。首先,通過對(duì)AK公司現(xiàn)行戰(zhàn)略的描述與分析,指出其現(xiàn)行戰(zhàn)略存在經(jīng)營(yíng)方式單一,發(fā)展模式封閉等問題,并由此強(qiáng)調(diào)AK公司進(jìn)行戰(zhàn)略轉(zhuǎn)型的必要性;其次,通過AK公司所在生物技術(shù)行業(yè)的發(fā)展分析,明確科研創(chuàng)新的持續(xù)強(qiáng)調(diào)以及科研成果快速轉(zhuǎn)化是行業(yè)的發(fā)展趨勢(shì),為AK公司戰(zhàn)略轉(zhuǎn)型方向的選擇提供參考。同時(shí)運(yùn)用SWOT分析工具,詳細(xì)描述和分析AK公司的優(yōu)勢(shì)、劣勢(shì)、機(jī)會(huì)和威脅,并結(jié)合現(xiàn)行戰(zhàn)略問題、行業(yè)發(fā)展趨勢(shì)指出AK進(jìn)行戰(zhàn)略轉(zhuǎn)型的四大方向,包括:延伸產(chǎn)業(yè)鏈、創(chuàng)新管理模式、創(chuàng)新經(jīng)營(yíng)方式以及推動(dòng)多元化經(jīng)營(yíng);第三,以AK公司的實(shí)際情況為基礎(chǔ),緊緊圍繞四大戰(zhàn)略轉(zhuǎn)型方向,提出6條參考策略,分別為:優(yōu)化產(chǎn)品結(jié)構(gòu),向高附加值環(huán)節(jié)延伸;調(diào)整經(jīng)營(yíng)結(jié)構(gòu),實(shí)施內(nèi)外銷市場(chǎng)并舉;加大投資力度,推動(dòng)國(guó)際化擴(kuò)張;重視優(yōu)勢(shì)互補(bǔ),強(qiáng)化企業(yè)戰(zhàn)略合作;完善自主研發(fā)管理,強(qiáng)化自主品牌建設(shè);深化管理創(chuàng)新,實(shí)現(xiàn)管理精細(xì)化;最后,為確保策略得以有效落地,本研究從思想觀念、組織管理、資源配置等方面明確具體的實(shí)施措施,表現(xiàn)為:強(qiáng)化組織學(xué)習(xí),提升動(dòng)態(tài)能力;健全組織管理建設(shè),助推戰(zhàn)略有效落地;強(qiáng)化隊(duì)伍機(jī)制建設(shè),打造創(chuàng)新文化;加強(qiáng)資金管理,提升資金價(jià)值最大化;優(yōu)化資源配置,實(shí)現(xiàn)業(yè)務(wù)突破;提升營(yíng)銷服務(wù)能力,開拓國(guó)內(nèi)外市場(chǎng)等。
[Abstract]:With the development of foreign trade economy, the contradictions and problems in foreign trade transactions are becoming increasingly prominent, which are manifested in the small number of leading enterprises, the slow promotion of products, the lack of pricing power in the international market, etc. In addition, in recent years, China's trade barriers have increased. The state has continuously reduced the proportion of tax rebates on foreign trade, which has led to the rise in the prices of raw materials and the rise in labor costs in the foreign trade market. This has resulted in the reduction of profits of most foreign trade enterprises in our country, which is mainly manufacturing. In this context, It is urgent to study the strategic transformation of foreign trade enterprises and realize the sustainable development of foreign trade management. Understand what opportunities are available in the external environment and what challenges need to be overcome; it also needs to analyze the elements of the enterprise's established strategic objectives, operating methods, and resource allocation capabilities, This study takes AK Company's strategic transformation as an example. Firstly, through the description and analysis of AK company's current strategy, it points out that its current strategy exists in a single way. The development model is closed, and the necessity of strategic transformation of AK Company is emphasized. Secondly, through the analysis of the development of AK company's biotechnology industry, The continuous emphasis of scientific research innovation and the rapid transformation of scientific research achievements are the development trend of the industry, which provides a reference for the selection of strategic transformation direction of AK Company. At the same time, using SWOT analysis tools, the advantages and disadvantages of AK Company are described and analyzed in detail. Opportunities and threats, and combined with the current strategic issues, industry development trends point out the four major directions of strategic transformation of AK, including: extending the industrial chain, innovative management model, innovative management and promoting diversification; third, Based on the actual situation of AK Company, six reference strategies are proposed: optimizing the product structure, extending to the high value-added link, adjusting the management structure, implementing the domestic and foreign marketing market, and focusing on the four strategic transformation directions. Increase investment to promote international expansion; pay attention to complementary advantages, strengthen strategic cooperation; improve independent R & D management, strengthen independent brand building; deepen management innovation, achieve management refinement; finally, In order to ensure the effective landing of the strategy, this study made clear and specific implementation measures from the aspects of ideology, organizational management, resource allocation, and so on, which showed as follows: strengthening organizational learning, enhancing dynamic ability, perfecting the construction of organizational management, and so on. Promote the effective landing of strategy; strengthen the construction of team mechanism to create an innovative culture; strengthen the management of funds to enhance the maximum value of funds; optimize the allocation of resources to achieve business breakthrough; enhance the ability of marketing services to open up domestic and foreign markets.
【學(xué)位授予單位】：浙江理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類號(hào)】：F272;F752.6

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