【摘要】：隨著一系列宏觀調(diào)控政策的出臺(tái),以及受高鐵發(fā)展放緩跡象影響,近年來(lái)軌道客車制造企業(yè)面臨著嚴(yán)峻的外部競(jìng)爭(zhēng)環(huán)境。競(jìng)爭(zhēng)的壓力和市場(chǎng)環(huán)境的不確定性,迫使其不得不重新審視自己的戰(zhàn)略定位,重新確立自己的優(yōu)勢(shì)資源和發(fā)展方向,從而快速、有效地配置企業(yè)資源,建立可持續(xù)發(fā)展競(jìng)爭(zhēng)優(yōu)勢(shì)。 TC公司是一家具有百年沉淀的老企業(yè),是清末洋務(wù)運(yùn)動(dòng)的產(chǎn)物,也是中國(guó)軌道裝備制造業(yè)的搖籃,曾創(chuàng)造了中國(guó)軌道交通裝備的無(wú)數(shù)個(gè)第一。2007年TC公司重新注冊(cè)成為一家專業(yè)化運(yùn)作的大型軌道裝備制造企業(yè)。經(jīng)過(guò)百余年的發(fā)展,尤其是通過(guò)自2005年以來(lái)高速動(dòng)車組技術(shù)的引進(jìn),積累了豐富的管理經(jīng)驗(yàn),并以其專業(yè)化、規(guī)范化的業(yè)務(wù)運(yùn)作流程以及大量新產(chǎn)品的批量運(yùn)營(yíng)和全方位的售后服務(wù),取得了客戶、合作伙伴廣泛認(rèn)同和良好的社會(huì)聲譽(yù)。雖然目前TC公司經(jīng)過(guò)近年來(lái)的跨越式發(fā)展已經(jīng)步入百億級(jí)企業(yè)行列,但在品牌戰(zhàn)略、人才觀念、知識(shí)管理平臺(tái)和業(yè)務(wù)流程上還需要不斷完善,尤其面對(duì)當(dāng)今社會(huì)經(jīng)濟(jì)、政策和市場(chǎng)環(huán)境等多變和不穩(wěn)定的環(huán)境形勢(shì),公司必須對(duì)自己的核心資源和能力進(jìn)行重新審視,明確優(yōu)勢(shì)和劣勢(shì),在充分了解和把握外部競(jìng)爭(zhēng)環(huán)境的基礎(chǔ)上,對(duì)企業(yè)發(fā)展戰(zhàn)略進(jìn)行重新思考和定位,并轉(zhuǎn)變管理觀念和投入巨大資源以應(yīng)對(duì)外部環(huán)境變革所帶來(lái)的風(fēng)險(xiǎn)。 本文結(jié)合戰(zhàn)略變革的有關(guān)理論和方法,對(duì)TC公司現(xiàn)有戰(zhàn)略和業(yè)務(wù)進(jìn)行了深入分析；并在此基礎(chǔ)上梳理了企業(yè)內(nèi)部資源,并運(yùn)用SWOT和價(jià)值鏈分析法進(jìn)一步明確了企業(yè)的核心競(jìng)爭(zhēng)優(yōu)勢(shì)；進(jìn)而以公司現(xiàn)有核心資源和能力為依據(jù),在對(duì)外部環(huán)境進(jìn)行充分了解和把握的基礎(chǔ)上,對(duì)公司戰(zhàn)略目標(biāo)進(jìn)行重新思考和定位,構(gòu)建企業(yè)新的戰(zhàn)略目標(biāo)和實(shí)施路徑,以期解決公司目前面臨的主要問(wèn)題,實(shí)現(xiàn)公司的戰(zhàn)略目標(biāo)和維持可持續(xù)發(fā)展競(jìng)爭(zhēng)優(yōu)勢(shì)。 本套戰(zhàn)略變革方案以公司現(xiàn)有核心資源和能力為依據(jù),在對(duì)外部環(huán)境進(jìn)行充分了解和把握的基礎(chǔ)上進(jìn)行戰(zhàn)略目標(biāo)的思考和定位,不僅能幫助TC公司明確現(xiàn)有資源和能力,掌握公司內(nèi)部管理的現(xiàn)狀問(wèn)題,從而為進(jìn)一步改善公司內(nèi)部管理,提升公司運(yùn)行效率提供了依據(jù)和參考；同時(shí),更進(jìn)一步明晰了企業(yè)發(fā)展的外部競(jìng)爭(zhēng)環(huán)境,為企業(yè)在激烈的市場(chǎng)中合理利用各種資源和能力形成核心競(jìng)爭(zhēng)力,從而也為保證公司的利潤(rùn)目標(biāo)提供了正確的戰(zhàn)略方向和實(shí)施舉措支撐。
[Abstract]:With the introduction of a series of macro-control policies and the slow down of high-speed rail development, rail bus manufacturing enterprises are facing a severe external competitive environment in recent years. The pressure of competition and the uncertainty of market environment force them to re-examine their strategic position, re-establish their advantage resources and development direction, so as to allocate enterprise resources quickly and effectively. Establish competitive advantage of sustainable development. TC is a century-old enterprise, a product of the Westernization Movement in the late Qing Dynasty and the cradle of China's rail equipment manufacturing industry. In 2007, TC was re-registered as a professional large rail equipment manufacturer. After more than 100 years of development, especially through the introduction of high-speed EMU technology since 2005, has accumulated rich management experience, and its specialization, The standardized business operation process, a large number of new products batch operation and all-round after-sales service, has been widely recognized by customers and partners and a good social reputation. Although TC has stepped into the ranks of tens of billions of enterprises after its leapfrog development in recent years, it still needs to improve its brand strategy, talent concept, knowledge management platform and business process, especially in the face of today's social economy. Because of the changeable and unstable environmental situation such as policy and market environment, companies must re-examine their core resources and capabilities, make clear their strengths and weaknesses, and fully understand and grasp the external competitive environment. This paper reconsiders and orientates the enterprise development strategy, and changes the management concept and invests huge resources to deal with the risks brought by the change of external environment. Based on the theory and method of strategic change, this paper makes a deep analysis of the existing strategy and business of TC Company. And on this basis, combing the internal resources of enterprises, and using SWOT and value chain analysis to further clarify the core competitive advantages of enterprises; Then based on the existing core resources and capabilities of the company, on the basis of fully understanding and grasping the external environment, this paper reconsiders and orientates the strategic objectives of the company, and constructs a new strategic goal and implementation path of the enterprise. In order to solve the main problems faced by the company, to achieve the strategic objectives of the company and maintain sustainable development competitive advantage. Based on the company's existing core resources and capabilities, this set of strategic change programs can not only help TC identify its existing resources and capabilities, but also reflect and position its strategic objectives on the basis of full understanding and grasp of the external environment. Grasp the current situation of the company's internal management, so as to further improve the company's internal management, improve the operational efficiency of the company to provide the basis and reference; At the same time, it further clarifies the external competitive environment for the development of enterprises, and forms the core competitiveness for enterprises to make rational use of various resources and capabilities in the fierce market. This also guarantees the company's profit target to provide the correct strategic direction and the implementation measure support.
【學(xué)位授予單位】：西南交通大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F272;F532.6

【參考文獻(xiàn)】

相關(guān)期刊論文 前10條

1 孫敏;張秋生;;中國(guó)鐵路重組關(guān)鍵利益相關(guān)者及其需求研究[J];北京交通大學(xué)學(xué)報(bào)(社會(huì)科學(xué)版);2010年04期

2 梅盛;吳小萍;喬勇強(qiáng);;長(zhǎng)沙市軌道交通可持續(xù)發(fā)展的SWOT分析與戰(zhàn)略選擇[J];都市快軌交通;2009年04期

3 張宇青;;我國(guó)軌道交通裝備制造企業(yè)創(chuàng)新式發(fā)展思維[J];城市軌道交通研究;2011年09期

4 邊經(jīng)衛(wèi);城市軌道交通與土地控制規(guī)劃研究[J];規(guī)劃師;2005年02期

5 麥強(qiáng),王宏起;高新技術(shù)企業(yè)基于動(dòng)態(tài)發(fā)展環(huán)境的有關(guān)戰(zhàn)略研究[J];工業(yè)技術(shù)經(jīng)濟(jì);2003年04期

6 于水;李延喜;;戰(zhàn)略沖力對(duì)企業(yè)快速變革的影響研究——一個(gè)案例的跟蹤分析[J];管理案例研究與評(píng)論;2010年05期

7 萬(wàn)倫來(lái),達(dá)慶利;企業(yè)核心能力的識(shí)別方法研究[J];管理工程學(xué)報(bào);2003年02期

8 林昭文;張同建;;基于知識(shí)轉(zhuǎn)化的我國(guó)東西部企業(yè)核心能力形成比較分析[J];管理世界;2009年02期

9 芮明杰;任紅波;李鑫;;基于慣例變異的戰(zhàn)略變革過(guò)程研究[J];管理學(xué)報(bào);2005年06期

10 馮海龍;;企業(yè)戰(zhàn)略變革的定義比較、測(cè)量述評(píng)及量表開(kāi)發(fā)——兼對(duì)筆者原戰(zhàn)略變革定義的修正與操作化[J];管理學(xué)報(bào);2010年04期

相關(guān)碩士學(xué)位論文 前9條

1 曹相國(guó);德馬格起重機(jī)械（上海）有限公司戰(zhàn)略研究[D];首都經(jīng)濟(jì)貿(mào)易大學(xué);2007年

2 田時(shí)雨;企業(yè)戰(zhàn)略變革與核心能力關(guān)系研究[D];對(duì)外經(jīng)濟(jì)貿(mào)易大學(xué);2007年

3 李浩;基于核心競(jìng)爭(zhēng)力的企業(yè)多元化戰(zhàn)略探討[D];山東大學(xué);2007年

4 曾小妮;GG糖業(yè)集團(tuán)在循環(huán)產(chǎn)業(yè)鏈上的一體化戰(zhàn)略研究[D];廣西大學(xué);2008年

5 姚碧波;株洲聯(lián)誠(chéng)集團(tuán)有限責(zé)任公司發(fā)展戰(zhàn)略研究[D];湖南大學(xué);2008年

6 鄭桂香;H公司發(fā)展戰(zhàn)略研究[D];廈門大學(xué);2008年

7 王劍峰;獨(dú)立發(fā)電公司核心競(jìng)爭(zhēng)力研究[D];中央民族大學(xué);2009年

8 張景偉;哈軌道裝備公司發(fā)展戰(zhàn)略研究[D];哈爾濱工程大學(xué);2009年

9 沈勇;DIN公司發(fā)展戰(zhàn)略研究[D];西南交通大學(xué);2009年

，

本文編號(hào)：2368526