本文選題：戰(zhàn)略轉(zhuǎn)型 + 五力分析模型　； 參考：《青島科技大學(xué)》2017年碩士論文

【摘要】：推進(jìn)供給側(cè)結(jié)構(gòu)性改革,必須滿足客戶的需求,調(diào)整供給側(cè)的生產(chǎn)資源,調(diào)整產(chǎn)品結(jié)構(gòu)和服務(wù)方式,將供給側(cè)的資源合理配置,提供需求側(cè)真正需要的服務(wù)和產(chǎn)品。在供給側(cè)結(jié)構(gòu)性改革背景下,為了整體提升制造業(yè),必須舍棄落后產(chǎn)能,發(fā)展先進(jìn)工藝和性能優(yōu)良的產(chǎn)品。裝備制造業(yè)如何選擇適合自身的經(jīng)營(yíng)戰(zhàn)略,順勢(shì)而為、做大做強(qiáng),已成為所有裝備制造業(yè)共同面臨的課題。本文首先闡述了戰(zhàn)略轉(zhuǎn)型理論,為SD集團(tuán)公司的經(jīng)營(yíng)戰(zhàn)略轉(zhuǎn)型做好了理論鋪墊,接著分析了SD集團(tuán)公司現(xiàn)有經(jīng)營(yíng)戰(zhàn)略,并剖析了其存在的問(wèn)題,然后運(yùn)用PEST分析模型、波特五力模型分析SD集團(tuán)公司所處的內(nèi)部環(huán)境和外部環(huán)境,在SWOT分析的基礎(chǔ)上,結(jié)合SD集團(tuán)公司所處的市場(chǎng)競(jìng)爭(zhēng)環(huán)境及其內(nèi)部資源和能力分析,探索性的建立了SD集團(tuán)公司經(jīng)營(yíng)戰(zhàn)略轉(zhuǎn)型能力理論模型,并對(duì)其進(jìn)行了評(píng)價(jià)分析。緊接著,制定SD集團(tuán)公司經(jīng)營(yíng)戰(zhàn)略轉(zhuǎn)型方案,從采取穩(wěn)定型的戰(zhàn)略、集中型的戰(zhàn)略、創(chuàng)新型的競(jìng)爭(zhēng)戰(zhàn)略等三個(gè)方面來(lái)具體提出適合SD集團(tuán)公司的經(jīng)營(yíng)戰(zhàn)略轉(zhuǎn)型策略,提出了SD集團(tuán)公司由以生產(chǎn)銷售產(chǎn)品為核心業(yè)務(wù)的制造型企業(yè)向提供基于融資租賃模式的合同能源管理為核心業(yè)務(wù)的服務(wù)型公司轉(zhuǎn)型。然后,對(duì)SD集團(tuán)公司經(jīng)營(yíng)戰(zhàn)略轉(zhuǎn)型提出實(shí)施原則,最后,從升級(jí)組織機(jī)構(gòu)、創(chuàng)新人力資源政策、加大籌資融資力度、提升抗風(fēng)險(xiǎn)能力等四個(gè)方面,提出SD集團(tuán)公司經(jīng)營(yíng)戰(zhàn)略轉(zhuǎn)型實(shí)施建議。本文采用戰(zhàn)略轉(zhuǎn)型理論,全面研究SD集團(tuán)公司經(jīng)營(yíng)戰(zhàn)略轉(zhuǎn)型的選擇和實(shí)施,這對(duì)于改變SD集團(tuán)公司目前的困境,提高其市場(chǎng)競(jìng)爭(zhēng)力具有十分重要的價(jià)值。
[Abstract]:In order to promote supply-side structural reform, we must meet customer demand, adjust supply-side production resources, adjust product structure and service mode, allocate the supply-side resources reasonably, and provide the services and products that the supply-side really needs. Under the background of supply-side structural reform, in order to promote the manufacturing industry as a whole, it is necessary to abandon the backward production capacity and develop advanced technology and excellent products. It has become a common task for all equipment manufacturing industry to choose its own management strategy, adapt to the trend and become bigger and stronger. In this paper, the theory of strategic transformation is first expounded, which lays a good foundation for the strategic transformation of SD Group Company. Then, it analyzes the existing management strategy of SD Group Company, analyzes its existing problems, and then applies the PEST analysis model. Porter's five-force model is used to analyze the internal and external environment of SD Group Company. On the basis of SWOT analysis, combined with the market competition environment of SD Group Company and its internal resources and ability analysis, The theoretical model of strategic transformation ability of SD Group Company is established, and its evaluation and analysis are carried out. Then, the author formulates the strategy transformation plan of SD group company, and puts forward the strategy of strategic transformation suitable for SD group company from three aspects: stable strategy, centralized strategy and innovative competition strategy. The transformation of SD Group from manufacturing enterprises with production and sales products as core business to providing contract energy management based on financial leasing mode is proposed. Then, the paper puts forward the implementation principles of the strategic transformation of SD Group, and finally, from the four aspects of upgrading the organization, innovating the human resources policy, increasing the financing and raising funds, enhancing the ability to resist risks, etc. Put forward the SD group company management strategy transformation implementation suggestion. This paper adopts the theory of strategic transformation to study the selection and implementation of the strategic transformation of SD Group Company. It is of great value to change the plight of SD Group Company and improve its market competitiveness.
【學(xué)位授予單位】：青島科技大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F272;F426.4

【參考文獻(xiàn)】

相關(guān)期刊論文 前10條

1 李允堯;曾靈芝;;“供給側(cè)改革”背景下企業(yè)戰(zhàn)略轉(zhuǎn)型的研究[J];中小企業(yè)管理與科技(中旬刊);2016年08期

2 吳耀魁;;企業(yè)戰(zhàn)略轉(zhuǎn)型機(jī)理研究[J];經(jīng)濟(jì)師;2016年08期

3 李小玉;薛有志;牛建波;;企業(yè)戰(zhàn)略轉(zhuǎn)型研究述評(píng)與基本框架構(gòu)建[J];外國(guó)經(jīng)濟(jì)與管理;2015年12期

4 楊迪斐;郭剛;;中小型建筑設(shè)計(jì)企業(yè)戰(zhàn)略轉(zhuǎn)型的思考[J];建筑設(shè)計(jì)管理;2015年10期

5 胡丹;;企業(yè)戰(zhàn)略轉(zhuǎn)型成功的關(guān)鍵要素分析[J];中國(guó)管理信息化;2015年14期

6 董歡;;我國(guó)鹽業(yè)企業(yè)戰(zhàn)略轉(zhuǎn)型的理論框架與路徑選擇[J];理論月刊;2015年03期

7 鄭康良;;淺議制造企業(yè)實(shí)現(xiàn)戰(zhàn)略轉(zhuǎn)型的舉措[J];經(jīng)濟(jì)師;2015年03期

8 唐孝文;劉敦虎;肖進(jìn);;企業(yè)戰(zhàn)略轉(zhuǎn)型過(guò)程及作用機(jī)理研究——以中國(guó)電信為例[J];管理現(xiàn)代化;2014年02期

9 王建秀;林漢川;王玉燕;;企業(yè)轉(zhuǎn)型升級(jí)文獻(xiàn)主題分析──基于英文文獻(xiàn)的探討[J];經(jīng)濟(jì)問(wèn)題探索;2013年12期

10 郭勇峰;;企業(yè)戰(zhàn)略轉(zhuǎn)型的邏輯[J];現(xiàn)代管理科學(xué);2013年01期

，

本文編號(hào)：1798548