本文選題：HYWL公司 + 發(fā)展戰(zhàn)略　； 參考：《東北石油大學(xué)》2017年碩士論文

【摘要】：隨著我國(guó)國(guó)際貿(mào)易的日益頻繁,運(yùn)輸方式多元化的迅速發(fā)展,國(guó)際物流業(yè)務(wù)已滲透到國(guó)際貿(mào)易的每一領(lǐng)域,在國(guó)際貿(mào)易中扮演著重要角色,為國(guó)際貿(mào)易中不可缺少的重要組成部分,也使得國(guó)際物流業(yè)成為了近幾年發(fā)展最為迅猛的一個(gè)行業(yè)。近年來(lái),隨著我國(guó)進(jìn)出口貿(mào)易總量的不斷增加,我國(guó)國(guó)際物流行業(yè)取得了較快的發(fā)展,國(guó)外知名的國(guó)際物流企業(yè)也紛紛入駐我國(guó),搶占國(guó)內(nèi)物流市場(chǎng)資源。與國(guó)外知名的國(guó)際物流企業(yè)相比,我國(guó)的國(guó)際物流企業(yè)在企業(yè)管理、服務(wù)水平與產(chǎn)品結(jié)構(gòu)上都存在一定的劣勢(shì)。因此對(duì)國(guó)內(nèi)的國(guó)際物流企業(yè)來(lái)說(shuō),如何在競(jìng)爭(zhēng)環(huán)境中明確企業(yè)發(fā)展方向、提升企業(yè)綜合能力成為其關(guān)注的重點(diǎn)問(wèn)題。本文結(jié)合企業(yè)發(fā)展理論對(duì)研究對(duì)象HYWL公司的戰(zhàn)略部署進(jìn)行深入分析。通過(guò)企業(yè)戰(zhàn)略管理相關(guān)理論及常用方法對(duì)HYWL公司內(nèi)外部環(huán)境進(jìn)行綜合分析,總結(jié)出HYWL公司發(fā)展現(xiàn)狀與問(wèn)題。本文應(yīng)用PEST分析法、波特五力分析法對(duì)HYWL公司的宏觀環(huán)境、中觀環(huán)境進(jìn)行研究,從而找出HYWL公司外部環(huán)境的機(jī)會(huì)(O)與威脅(T),并采用外部因素評(píng)價(jià)矩陣(EFE)對(duì)外部環(huán)境的各關(guān)鍵因素進(jìn)行評(píng)價(jià)。根據(jù)HYWL公司的微觀環(huán)境,包括:組織機(jī)構(gòu)、主營(yíng)業(yè)務(wù)、人力資源情況、財(cái)務(wù)狀況、運(yùn)輸資源等分析,總結(jié)出HYWL公司自身存在的優(yōu)勢(shì)(S)與劣勢(shì)(W),并采用內(nèi)部因素評(píng)價(jià)矩陣(IFE)對(duì)內(nèi)部環(huán)境的各關(guān)鍵因素進(jìn)行評(píng)價(jià)。最終通過(guò)SWOT矩陣擬定出聚焦型競(jìng)爭(zhēng)戰(zhàn)略和差異化型競(jìng)爭(zhēng)戰(zhàn)略?xún)蓚�(gè)競(jìng)爭(zhēng)型發(fā)展戰(zhàn)略方案。論文采用定量戰(zhàn)略計(jì)劃矩陣QSPM從優(yōu)勢(shì)、劣勢(shì)、機(jī)遇、風(fēng)險(xiǎn)四個(gè)層次對(duì)擬定的兩種發(fā)展戰(zhàn)略方案進(jìn)行評(píng)價(jià),確定企業(yè)最終發(fā)展戰(zhàn)略為差異化型競(jìng)爭(zhēng)戰(zhàn)略,并制定企業(yè)發(fā)展戰(zhàn)略的具體實(shí)施步驟和相應(yīng)保障措施。
[Abstract]:With the increasing frequency of China's international trade and the rapid development of diversified modes of transportation, international logistics business has penetrated into every field of international trade and plays an important role in international trade. As an indispensable part of international trade, international logistics industry has become the fastest developing industry in recent years. In recent years, with the increasing of China's import and export trade, China's international logistics industry has made rapid development, foreign well-known international logistics enterprises have also entered our country to seize the domestic logistics market resources. Compared with the well-known international logistics enterprises, our country's international logistics enterprises have some disadvantages in enterprise management, service level and product structure. Therefore, for domestic and international logistics enterprises, how to make clear the development direction of enterprises in the competitive environment and enhance the comprehensive ability of enterprises become the focus of its concern. Based on the theory of enterprise development, this paper analyzes the strategic deployment of HYWL Company. Through the comprehensive analysis of the internal and external environment of HYWL Company, this paper summarizes the current situation and problems of HYWL's development through the relevant theories and common methods of enterprise strategic management. In this paper, pest analysis method and Porter five force analysis method are used to study the macro environment and meso environment of HYWL Company. Therefore, we can find out the opportunity of HYWL's external environment and its threat, and use the external factor evaluation matrix (EFE) to evaluate the key factors of the external environment. According to the micro environment of HYWL, including: organization, main business, human resources, financial situation, transportation resources, etc. The advantages and disadvantages of HYWL are summarized and the key factors of internal environment are evaluated by internal factor evaluation matrix (IFE). Finally, through SWOT matrix, two competitive development strategies, focused competition strategy and differentiated competition strategy, are worked out. In this paper, the quantitative strategic planning matrix QSPM is used to evaluate the two development strategies from the four levels of strengths, weaknesses, opportunities and risks, and the final development strategy of the enterprise is determined to be a differentiated competitive strategy. And formulates the enterprise development strategy the concrete implementation step and the corresponding safeguard measure.
【學(xué)位授予單位】：東北石油大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類(lèi)號(hào)】：F272;F259.23

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本文編號(hào)：1987902