本文選題：外輪理貨　切入點(diǎn)：發(fā)展戰(zhàn)略　出處：《大連海事大學(xué)》2013年碩士論文　論文類型：學(xué)位論文

【摘要】：在中國,理貨是具有強(qiáng)制性的,強(qiáng)制性理貨在不少國家都在實(shí)行,但是既強(qiáng)制又獨(dú)家壟斷經(jīng)營(yíng)的卻很少。長(zhǎng)期以來,中國外輪理貨總公司一直保持著對(duì)理貨行業(yè)的獨(dú)家壟斷經(jīng)營(yíng),尤其是我國加入WTO以后,政府出于理貨市場(chǎng)未來的發(fā)展考慮,為了引入競(jìng)爭(zhēng)機(jī)制、打破壟斷、深化港口體制改革,決定有限度地向國內(nèi)放開壟斷40多年的理貨市場(chǎng),允許各港口成立第二家理貨公司,中聯(lián)理貨有限公司組建成立。由于理貨公司的主要業(yè)務(wù)為強(qiáng)制性業(yè)務(wù),理貨產(chǎn)品多年來一成不變,產(chǎn)品單一,科技含量較低,理貨的增值服務(wù)的空間又非常有限。隨著中聯(lián)理貨的成立,打破了原有的獨(dú)家經(jīng)營(yíng)的局面,隨著科技的蓬勃發(fā)展,信息化進(jìn)程的不斷深化,如何有效的應(yīng)對(duì)外界環(huán)境對(duì)我國理貨業(yè)的影響,尤其是剛剛經(jīng)歷過金融危機(jī)的強(qiáng)大沖擊,每一個(gè)理貨公司都應(yīng)該依據(jù)自身的內(nèi)外部環(huán)境分析,找出企業(yè)發(fā)展的優(yōu)勢(shì)和劣勢(shì),抓住機(jī)遇,回避威脅,制定出利于企業(yè)自身發(fā)展的發(fā)展戰(zhàn)略,為企業(yè)在激烈的市場(chǎng)競(jìng)爭(zhēng)中提供應(yīng)對(duì)之策。 本文以企業(yè)發(fā)展戰(zhàn)略理論知識(shí)為基礎(chǔ),運(yùn)用相關(guān)的分析工具和模型,以專題研究的方式,結(jié)合所在公司內(nèi)部的實(shí)際數(shù)據(jù)和資料,運(yùn)用定性與定量分析相結(jié)合的方法,對(duì)天津外輪理貨公司的內(nèi)部及外部環(huán)境進(jìn)行分析,評(píng)價(jià)外部環(huán)境所帶來的機(jī)會(huì)與威脅,分析內(nèi)部環(huán)境的優(yōu)勢(shì)與劣勢(shì),通過SWOT分析對(duì)公司未來的發(fā)展戰(zhàn)略進(jìn)行研究,確立新的發(fā)展戰(zhàn)略,提出自己的意見,以供參考。 經(jīng)過對(duì)公司的戰(zhàn)略分析,本文認(rèn)為天津外輪理貨有限公司的戰(zhàn)略應(yīng)當(dāng)是：一是實(shí)施多元化戰(zhàn)略,拓展理貨服務(wù)空間,延伸業(yè)務(wù)范圍；二是實(shí)施人才戰(zhàn)略,加強(qiáng)人才隊(duì)伍建設(shè)；三是實(shí)施企業(yè)文化戰(zhàn)略,提高員工的責(zé)任感和對(duì)企業(yè)的忠誠度；四是加強(qiáng)信息化戰(zhàn)略,為客戶提供個(gè)性化服務(wù),實(shí)現(xiàn)理貨服務(wù)價(jià)值的增值。最后為了戰(zhàn)略的順利實(shí)施提出了具體的保障措施。
[Abstract]:In China, tally is mandatory, and compulsory tally is practiced in many countries, but few are compulsory and monopolized. For a long time, The China Foreign Shipping tally Corporation has always maintained an exclusive monopoly on the tally industry. Especially after China's entry into the WTO, the government considered the future development of the tally market, in order to introduce a competitive mechanism, break the monopoly, and deepen the reform of the port system. It was decided to liberalize the domestic tally market for more than 40 years to a limited extent, allowing the ports to set up a second tally company and the China Union tally Company Limited to be set up. Since the main business of the tally company is mandatory, The tally products have remained unchanged for many years, with a single product, a relatively low scientific and technological content, and a very limited space for value-added services for the tally. With the establishment of the Sino-Union tally, the original exclusive business situation was broken, and with the vigorous development of science and technology, With the continuous deepening of the informatization process, how to effectively deal with the impact of the external environment on our tally industry, especially after experiencing a strong impact of the financial crisis, every tally company should be based on its own internal and external environment analysis. To find out the advantages and disadvantages of the enterprise development, seize the opportunity, avoid the threat, and make the development strategy conducive to the development of the enterprise itself, and provide countermeasures for the enterprise in the fierce market competition. Based on the theoretical knowledge of enterprise development strategy, this paper applies relevant analytical tools and models, and combines the actual data and data of the company in which the company is located, using the method of combining qualitative and quantitative analysis. This paper analyzes the internal and external environment of Tianjin Foreign Shipping tally Company, evaluates the opportunities and threats brought by the external environment, analyzes the advantages and disadvantages of the internal environment, and studies the future development strategy of the company through SWOT analysis. To establish a new development strategy, put forward their own views for reference. Through the strategic analysis of the company, this paper thinks that the strategy of Tianjin Foreign Shipping tally Co., Ltd should be as follows: first, to carry out the diversification strategy, to expand the service space of tally, to extend the scope of business, second, to implement the talent strategy, and to strengthen the construction of the talent team; Third, to implement the corporate culture strategy, to enhance the employee's sense of responsibility and loyalty to the enterprise; fourth, to strengthen the information strategy to provide individualized services for customers. Finally, the concrete safeguard measures are put forward for the smooth implementation of the strategy.
【學(xué)位授予單位】：大連海事大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F272;F552.6

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