【摘要】：隨著國家投融資體制改革和國有企業(yè)改革的不斷深入,我國國有投資公司在國民經(jīng)濟(jì)和地方經(jīng)濟(jì)建設(shè)中發(fā)揮著越來越重要的作用,已成為我國國有企業(yè)體系中重要的力量。經(jīng)過20多年的發(fā)展,國有投資公司呈現(xiàn)出產(chǎn)業(yè)多元化、發(fā)展高速度、業(yè)務(wù)跨地域、管控分層級的特點。YN旅游投資公司作為云南旅游二次創(chuàng)業(yè)大背景下的專業(yè)化投資公司,經(jīng)過近8年的發(fā)展,成為云南旅游二次創(chuàng)業(yè)的一支生力軍,在云南旅游二次創(chuàng)業(yè)大背景下,YN旅游投資公司如何發(fā)展,對云南旅游二次創(chuàng)業(yè)具有重要的現(xiàn)實意義。 本文從企業(yè)戰(zhàn)略管理的一般理論入手,分析了國內(nèi)外國有投資公司的行業(yè)特點,強調(diào)國有投資公司實施戰(zhàn)略管理的重要性和必要性,并結(jié)合云南旅游二次創(chuàng)業(yè)的大背景,提出YN旅游投資公司戰(zhàn)略實施方案和保障措施。其要點為： 第一,國有投資公司作為具有獨特資源、能力的國有企業(yè),將在相當(dāng)長的一段時期內(nèi)在提高國有經(jīng)濟(jì)控制力、促進(jìn)經(jīng)濟(jì)結(jié)構(gòu)調(diào)整、引導(dǎo)社會資本投向、推進(jìn)現(xiàn)代企業(yè)制度等方面起著特殊作用。作為國有控股企業(yè),YN旅游投資公司在戰(zhàn)略的選擇上,必須既堅持市場化經(jīng)營的原則,也不能回避出資人對YN旅游投資公司發(fā)揮政策導(dǎo)向和作用的要求。 第二,通過SWOT分析,認(rèn)為：YN旅游投資公司在企業(yè)文化、經(jīng)營機(jī)制、管理模式、執(zhí)行能力等方面存在一些劣勢；公司的投資組合競爭力不強,投資回報偏低。但總體來看,外部環(huán)境中機(jī)會遠(yuǎn)大于威脅。面對機(jī)遇與挑戰(zhàn)并存的發(fā)展環(huán)境,YN旅游投資公司必須從內(nèi)部入手,通過培育公司價值鏈核心作業(yè)和支持作業(yè)所需的資源和能力,提高YN旅游投資公司的競爭能力。 第三,作為國有投資公司,YN旅游投資公司的戰(zhàn)略目標(biāo)應(yīng)以成長性和效益性目標(biāo)為主。 第四,戰(zhàn)略實施及保障措施是達(dá)成戰(zhàn)略目標(biāo)的必要環(huán)節(jié)。YN旅游投資公司應(yīng)建立與云南旅游二次創(chuàng)業(yè)相匹配和適應(yīng)的戰(zhàn)略選擇、管控模式、人才隊伍、競爭能力、融資通道、協(xié)同機(jī)制等方面對實施發(fā)展戰(zhàn)略提出了建議,為戰(zhàn)略實施提供保障。 本文進(jìn)行的是YN旅游投資公司這樣一個西部區(qū)域性國有專業(yè)性投資公司企業(yè)戰(zhàn)略的實證研究,力求探索對類似區(qū)域性國有投資公司的發(fā)展戰(zhàn)略起到一定的參考和借鑒作用。
[Abstract]:With the deepening of the reform of the national investment and financing system and the reform of the state-owned enterprises, the state-owned investment companies are playing a more and more important role in the national economy and local economic construction, and have become an important force in the state-owned enterprise system of our country. After more than 20 years of development, state-owned investment companies have shown the characteristics of diversified industries, high speed of development, cross-regional business, and management and control. YN tourism investment company is a specialized investment company in the background of Yunnan tourism secondary venture. After nearly 8 years' development, it has become a new force in Yunnan tourism secondary venture. Under the background of Yunnan tourism secondary venture, how to develop YN tourism investment company has important practical significance for Yunnan tourism secondary venture. Starting with the general theory of enterprise strategic management, this paper analyzes the industry characteristics of state-owned investment companies at home and abroad, emphasizes the importance and necessity of implementing strategic management for state-owned investment companies, and combines with the background of Yunnan tourism secondary venture. Put forward YN tourism investment company strategic implementation plan and safeguard measure. The main points are as follows: first, the state-owned investment company, as a state-owned enterprise with unique resources and capabilities, will improve the control power of the state-owned economy, promote the adjustment of the economic structure, and guide the investment of social capital in a considerable period of time. The promotion of modern enterprise system and other aspects play a special role. As a state-owned holding enterprise, YN Tourism Investment Company must not only adhere to the principle of market-oriented operation, but also can not avoid the investor's requirement for YN Tourism Investment Company to play a policy direction and function. Secondly, through the analysis of SWOT, the author points out that YN tourism investment company has some disadvantages in corporate culture, management mechanism, management model and execution ability, and its portfolio competitiveness is not strong, and its return on investment is low. But overall, opportunities in the external environment outweigh the threat. Facing the development environment of both opportunity and challenge, YN tourism investment company must start from inside and improve the competition ability of YN tourism investment company by cultivating the resources and ability of core operation and supporting operation in the value chain of the company. Third, as a state-owned investment company, YN tourism investment company should aim at growth and benefit. Fourth, the strategic implementation and safeguard measures are the necessary links to achieve the strategic goal. YN Tourism Investment Company should establish strategic choice, control mode, talent team, competitive ability and financing channel to match and adapt to the second venture of Yunnan tourism. Some suggestions on the implementation of the development strategy are put forward in this paper, which can provide guarantee for the implementation of the strategy. This paper is an empirical study on the strategy of YN tourism investment company, a regional state-owned professional investment company in the western region, and tries to explore the development strategy of similar regional state-owned investment company to play a certain reference and reference role.
【學(xué)位授予單位】：云南大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F272;F592.6

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