【摘要】：ZT外貿(mào)公司是一家省級大型國有外貿(mào)集團的全資子公司。自1999年成立以來,該公司依托集團公司的國有優(yōu)勢和自身的專業(yè)特色,產(chǎn)品遠銷50多個國家和地區(qū),進口商品市場也遍及117個國家和地區(qū),已成為浙江省最大的專業(yè)進出口商之一。然而,近幾年隨著國際經(jīng)濟的不景氣以及國內(nèi)經(jīng)濟進入新常態(tài),公司經(jīng)營業(yè)績?nèi)嫦禄?由此引發(fā)的問題和矛盾也接踵而至。面對這些挑戰(zhàn),公司必須做出戰(zhàn)略調(diào)整和業(yè)務(wù)轉(zhuǎn)型。本文首先對公司的經(jīng)營狀況和現(xiàn)有戰(zhàn)略作出客觀的評價,在此基礎(chǔ)上借助SWOT方法分析了公司自身優(yōu)勢和劣勢,以及面臨的外部機遇與威脅,進而明確了公司戰(zhàn)略轉(zhuǎn)型的基本方向和總體方案,并就公司戰(zhàn)略的實施提出自己的見解和具體的策略。研究表明,ZT外貿(mào)公司在資金、技術(shù)、品牌和銷售渠道等方面依然具有一定的優(yōu)勢,但戰(zhàn)線拉得過長,供應(yīng)商資源過于分散,盈利模式單一,管理體制滯后等。面對外部機遇與威脅,ZT外貿(mào)公司應(yīng)轉(zhuǎn)變現(xiàn)有的以代理為主、自營為輔的經(jīng)營模式,通過拓展自身的優(yōu)勢業(yè)務(wù),積極探索自營的新模式。但戰(zhàn)略轉(zhuǎn)型并非一蹴而就,公司必須制定規(guī)劃分步實施、穩(wěn)步推進。在戰(zhàn)略實施過程中,要加強制度和文化建設(shè),通過建立有效的獎懲激勵機制,激發(fā)各個層面員工的積極性、主動性和創(chuàng)造性。此外,還要注重風(fēng)險的管理和控制。
[Abstract]:ZT Foreign Trade Company is a wholly-owned subsidiary of a large state-owned foreign trade group at the provincial level. Since its establishment in 1999, the company has relied on the state-owned advantages of the Group Company and its own professional characteristics, and its products have been exported to more than 50 countries and regions, and the market for imported goods has also spread to 117 countries and regions. Has become one of the largest professional importers and exporters in Zhejiang Province. However, in recent years, with the recession of the international economy and the entry of the domestic economy into the new normal, the overall decline in the company's operating performance, resulting in problems and contradictions also ensued. In the face of these challenges, the company must make strategic adjustments and business transformation. First of all, this paper makes an objective evaluation of the company's management status and existing strategy. On this basis, it analyzes the company's own strengths and weaknesses, as well as the external opportunities and threats faced by the company with the help of the SWOT method. Furthermore, the paper clarifies the basic direction and overall plan of the company's strategic transformation, and puts forward his own opinions and concrete strategies on the implementation of the company's strategy. The research shows that ZT foreign trade company still has certain advantages in the aspects of capital, technology, brand and sales channel, but the front is too long, the supplier resources are too dispersed, the profit model is single, the management system lags behind, and so on. In the face of external opportunities and threats, ZT foreign trade company should change the existing management mode, which is mainly agent-based and self-supporting, and actively explore the new mode of self-management by expanding its own advantage business. However, the strategic transformation is not achieved overnight, the company must make a step-by-step implementation of the plan, steady progress. In the process of implementing the strategy, it is necessary to strengthen the construction of system and culture, and to stimulate the enthusiasm, initiative and creativity of employees at all levels by establishing an effective incentive mechanism for rewards and punishments. In addition, attention should be paid to risk management and control.
【學(xué)位授予單位】：浙江理工大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2017
【分類號】：F752.6

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