TC公司企業(yè)發(fā)展戰(zhàn)略研究
發(fā)布時間：2018-12-08 14:41
【摘要】：隨著一系列宏觀調控政策的出臺,以及受高鐵發(fā)展放緩跡象影響,近年來軌道客車制造企業(yè)面臨著嚴峻的外部競爭環(huán)境。競爭的壓力和市場環(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)展競爭優(yōu)勢。 TC公司是一家具有百年沉淀的老企業(yè),是清末洋務運動的產(chǎn)物,也是中國軌道裝備制造業(yè)的搖籃,曾創(chuàng)造了中國軌道交通裝備的無數(shù)個第一。2007年TC公司重新注冊成為一家專業(yè)化運作的大型軌道裝備制造企業(yè)。經(jīng)過百余年的發(fā)展,尤其是通過自2005年以來高速動車組技術的引進,積累了豐富的管理經(jīng)驗,并以其專業(yè)化、規(guī)范化的業(yè)務運作流程以及大量新產(chǎn)品的批量運營和全方位的售后服務,取得了客戶、合作伙伴廣泛認同和良好的社會聲譽。雖然目前TC公司經(jīng)過近年來的跨越式發(fā)展已經(jīng)步入百億級企業(yè)行列,但在品牌戰(zhàn)略、人才觀念、知識管理平臺和業(yè)務流程上還需要不斷完善,尤其面對當今社會經(jīng)濟、政策和市場環(huán)境等多變和不穩(wěn)定的環(huán)境形勢,公司必須對自己的核心資源和能力進行重新審視,明確優(yōu)勢和劣勢,在充分了解和把握外部競爭環(huán)境的基礎上,對企業(yè)發(fā)展戰(zhàn)略進行重新思考和定位,并轉變管理觀念和投入巨大資源以應對外部環(huán)境變革所帶來的風險。 本文結合戰(zhàn)略變革的有關理論和方法,對TC公司現(xiàn)有戰(zhàn)略和業(yè)務進行了深入分析；并在此基礎上梳理了企業(yè)內部資源,并運用SWOT和價值鏈分析法進一步明確了企業(yè)的核心競爭優(yōu)勢；進而以公司現(xiàn)有核心資源和能力為依據(jù),在對外部環(huán)境進行充分了解和把握的基礎上,對公司戰(zhàn)略目標進行重新思考和定位,構建企業(yè)新的戰(zhàn)略目標和實施路徑,以期解決公司目前面臨的主要問題,實現(xiàn)公司的戰(zhàn)略目標和維持可持續(xù)發(fā)展競爭優(yōu)勢。 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),在對外部環(huán)境進行充分了解和把握的基礎上進行戰(zhàn)略目標的思考和定位,不僅能幫助TC公司明確現(xiàn)有資源和能力,掌握公司內部管理的現(xiàn)狀問題,從而為進一步改善公司內部管理,提升公司運行效率提供了依據(jù)和參考；同時,更進一步明晰了企業(yè)發(fā)展的外部競爭環(huán)境,為企業(yè)在激烈的市場中合理利用各種資源和能力形成核心競爭力,從而也為保證公司的利潤目標提供了正確的戰(zhàn)略方向和實施舉措支撐。
[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.
【學位授予單位】：西南交通大學
【學位級別】：碩士
【學位授予年份】：2013
【分類號】：F272;F532.6
本文編號：2368526
[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.
【學位授予單位】：西南交通大學
【學位級別】：碩士
【學位授予年份】：2013
【分類號】：F272;F532.6
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