本文選題：企業(yè)生命周期 + 戰(zhàn)略轉(zhuǎn)型　； 參考：《北京交通大學(xué)》2017年碩士論文

【摘要】：我國(guó)改革開放以來,城市公共交通得到迅速發(fā)展,尤其是促進(jìn)了公共交通相關(guān)基礎(chǔ)設(shè)施和配套服務(wù)發(fā)展。其中城市公交一卡通業(yè)務(wù)在公共交通領(lǐng)域的應(yīng)用,大幅提高人們?nèi)罕姵塑囅M(fèi)的效率和體驗(yàn),降低了企業(yè)的運(yùn)營(yíng)成本。隨著社會(huì)發(fā)展和城鎮(zhèn)化進(jìn)程的加快,國(guó)家對(duì)"城市一卡通"定位及業(yè)務(wù)領(lǐng)域做出明確規(guī)劃,指出城市一卡通實(shí)現(xiàn)"多領(lǐng)域應(yīng)用、多卡合一"的指導(dǎo)方針。另一方面,人民銀行相關(guān)政策的出臺(tái)和移動(dòng)支付的迅速普及,導(dǎo)致城市一卡通業(yè)務(wù)發(fā)展受到很大沖擊。SZT公司(以下簡(jiǎn)稱"SZT公司")作為深圳本地"城市公交一卡通"業(yè)務(wù)專業(yè)運(yùn)營(yíng)公司,面對(duì)殘酷的市場(chǎng)環(huán)境和自身業(yè)務(wù)模式單一的情況下,企業(yè)盈利能力已呈現(xiàn)下滑趨勢(shì)。因此,本文嘗試通過對(duì)SZT公司戰(zhàn)略轉(zhuǎn)型的研究,利用自身核心業(yè)務(wù)和資源能力幫助其實(shí)現(xiàn)產(chǎn)業(yè)升級(jí)和可持續(xù)性發(fā)展。本文首先對(duì)SZT公司戰(zhàn)略轉(zhuǎn)型的研究背景、研究意義、研究理論基礎(chǔ)進(jìn)行了介紹,指出了 SZT公司需要進(jìn)行戰(zhàn)略轉(zhuǎn)型的問題,從企業(yè)生命周期理論和企業(yè)戰(zhàn)略轉(zhuǎn)型理論兩個(gè)方面闡述了理論基礎(chǔ),為SZT公司戰(zhàn)略轉(zhuǎn)型奠定理論基礎(chǔ)。其次,運(yùn)用SWOT分析發(fā)對(duì)SZT公司發(fā)展現(xiàn)狀、市場(chǎng)環(huán)境、宏觀政策環(huán)境等內(nèi)外部環(huán)境進(jìn)行分析。最后,從企業(yè)財(cái)務(wù)、業(yè)務(wù)、資源能力、市場(chǎng)及政策環(huán)境等多方面論述,指出企業(yè)轉(zhuǎn)型的必要性和可行性,進(jìn)而確定戰(zhàn)略轉(zhuǎn)型路徑并提出戰(zhàn)略轉(zhuǎn)型實(shí)施方案和保障措施。本文創(chuàng)新點(diǎn)在于一方面SZT公交卡公司增強(qiáng)企業(yè)核心業(yè)務(wù)資源的同時(shí),另一方面與時(shí)俱進(jìn)、打破常規(guī),積極擁抱移動(dòng)互聯(lián)網(wǎng)和移動(dòng)支付等先進(jìn)技術(shù)和思維模式,改變以傳統(tǒng)實(shí)體卡、不記名的業(yè)務(wù)模式和產(chǎn)品形態(tài)。利用移動(dòng)互聯(lián)網(wǎng)技術(shù),將虛擬卡、實(shí)名制身份認(rèn)證、資源整合、信息共享作為SZT公司戰(zhàn)略轉(zhuǎn)型的主要方向,實(shí)現(xiàn)滿足用戶更加多元化需求的移動(dòng)互聯(lián)網(wǎng)創(chuàng)新模式。希望通過本文的研究,為SZT公交卡公司接下來戰(zhàn)略轉(zhuǎn)型提供具有可操作性的指導(dǎo),同時(shí),為我國(guó)各地區(qū)城市公交卡公司實(shí)現(xiàn)產(chǎn)業(yè)升級(jí)和可持續(xù)性發(fā)展提供參考以及借鑒價(jià)值,尤其是具有與SZT公交卡公司相同或相似情況的城市公交卡公司。
[Abstract]:Since China's reform and opening up, urban public transport has developed rapidly, especially promoting the development of public transport related infrastructure and supporting services. The application of urban transit card business in the field of public transportation greatly improves the efficiency and experience of people's travel consumption and reduces the operating cost of enterprises. With the acceleration of social development and urbanization, the state has made a clear plan for the orientation and business field of "Urban Card", and pointed out the guiding principle of "multi-domain application and integration of multi-card". On the other hand, with the introduction of the relevant policies of the people's Bank of China and the rapid popularization of mobile payment, As a professional operation company of "Urban Public Transport Card" in Shenzhen, SZT Company (hereinafter referred to as "SZT Company"), faced with the cruel market environment and its single business model, has suffered a great impact on the development of its urban one-card business. Corporate profitability has shown a downward trend. Therefore, this paper attempts to use its core business and resource ability to help SZT achieve industrial upgrading and sustainable development through the study of strategic transformation. Firstly, this paper introduces the background, significance and theoretical basis of the strategic transformation of SZT Company, and points out the problem that SZT Company needs to carry out the strategic transformation. This paper expounds the theoretical basis from the two aspects of enterprise life cycle theory and enterprise strategic transformation theory, which lays a theoretical foundation for the strategic transformation of SZT Company. Secondly, SWOT analysis is used to analyze the internal and external environment of SZT, such as market environment, macro policy environment and so on. Finally, from the aspects of finance, business, resource ability, market and policy environment, this paper points out the necessity and feasibility of enterprise transformation, then determines the path of strategic transformation and puts forward the implementation scheme and guarantee measures of strategic transformation. The innovation of this paper lies in: on the one hand, while SZT bus card company strengthens the core business resources of enterprises, on the other hand, it keeps pace with the times, breaks the routine, and actively embraces advanced technologies and thinking modes such as mobile Internet and mobile payment. Change to traditional entity cards, anonymous business models and product patterns. By using mobile Internet technology, virtual card, real-name identity authentication, resource integration and information sharing are regarded as the main direction of SZT company's strategic transformation, and the innovation mode of mobile Internet which meets the needs of users more diversified is realized. Through the research of this paper, I hope to provide operational guidance for the next strategic transformation of SZT bus card company, at the same time, to provide reference and reference value for the realization of industrial upgrading and sustainable development of urban transit card companies in various regions of our country. Especially the city bus card company with the same or similar situation as the SZT bus card company.
【學(xué)位授予單位】：北京交通大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F272;F572.6

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