RS公司戰(zhàn)略研究
發(fā)布時間：2018-07-22 14:29
【摘要】：本文通過對一個以出口導(dǎo)向的典型的傳統(tǒng)制造企業(yè)RS公司作為研究案例,研究了該公司在現(xiàn)階段經(jīng)濟下行周期面臨的問題,以及該公司根據(jù)環(huán)境變化所作的戰(zhàn)略制訂及相應(yīng)調(diào)整。本文運用了相關(guān)的理論及分析模型：波特競爭戰(zhàn)略、波特五力分析理論、波特價值鏈理論以PESTEL分析模型對RS公司的外部環(huán)境、內(nèi)部組織的各種影響因素進行了分析研究,并對RS公司的核心競爭力進行了分析識別,綜合以上分析結(jié)果,本文對RS公司的外部的機會與風險,內(nèi)部的優(yōu)勢和劣勢進行了SWOT分析,進而得到相關(guān)的戰(zhàn)略組合選擇。根據(jù)RS公司的具體情況,從實際出發(fā),確定了相應(yīng)的戰(zhàn)略組合及戰(zhàn)略定位,并對公司的短期、中期、長期的戰(zhàn)略目標和實施的具體方案及實施保障給出了相關(guān)意見。在文章的最后,本文就RS公司最近一年執(zhí)行發(fā)展戰(zhàn)略的變化和成效做出初步的評估并引導(dǎo)出本文結(jié)論。RS公司成立于1995年,短短20年時間從一家僅有28人、年產(chǎn)值不足60萬人民幣的街道辦工廠成長為年產(chǎn)量超過1.8億元人民幣的民營企業(yè)。RS公司所處的行業(yè)為傳統(tǒng)的金屬制品制造行業(yè),其主要海外市場為日本市場、歐洲市場及北美市場等。2009年全球經(jīng)濟危機爆發(fā)后,RS公司受海外市場的經(jīng)濟拖累,其業(yè)務(wù)增長出現(xiàn)停滯,由于外部環(huán)境發(fā)生劇烈變化而產(chǎn)生的各種問題擺在RS公司決策層面前。RS公司通過重新構(gòu)建公司價值鏈、開拓新的價值空間等各種應(yīng)對措施積極面對變化,本文重點論述了RS公司的戰(zhàn)略制訂的理論依據(jù)和現(xiàn)實基礎(chǔ),同時對其戰(zhàn)略實施的效果也作了相關(guān)的評估。本文由于作者學術(shù)水平、知識、能力和獲取信息的不足,對一些重要的相關(guān)關(guān)系未能作更深一步的研究。因此有些問題如國際匯率變動與RS公司的利潤變動之間的定量分析、經(jīng)濟周期與RS公司行業(yè)的正向相關(guān)關(guān)系的定量分析等較復(fù)雜的問題僅能作定性分析而無法作定量分析。本文作者將在以后的工作中不斷學習和研究,希望將來有機會進一步完善本文的研究。
[Abstract]:Through the case study of RS Company, a typical export-oriented traditional manufacturing enterprise, this paper studies the problems faced by RS Company in the current economic downward cycle. And the company's strategy to make changes to the environment and adjust accordingly. This paper applies relevant theories and analysis models: Porter's competitive strategy, Porter's five-force analysis theory and Porter's value chain theory to analyze and study the external environment and various factors affecting the internal organization of RS Company by using the model of PESTEL. After analyzing and identifying the core competence of RS Company, this paper makes SWOT analysis on the external opportunities and risks, internal strengths and weaknesses of RS Company, and then obtains the relevant strategic combination choice. According to the specific situation of RS Company, this paper determines the corresponding strategic combination and strategic positioning, and gives the relevant opinions on the short, medium and long term strategic objectives and the specific scheme and implementation guarantee of the company. At the end of the article, this paper makes a preliminary evaluation of the changes and results of RS Company's development strategy in the last year and leads to the conclusion that RS Company was founded in 1995, and in a short period of 20 years, there were only 28 people in a company. Street factories with annual output of less than 600000 yuan have grown into private enterprises with annual output of more than 180 million yuan. RS companies are in the traditional metal products manufacturing industry, and their main overseas markets are the Japanese market. European and North American markets. After the global economic crisis broke out in 2009, RS Company suffered from the economic drag of overseas markets, and its business growth stagnated. Due to the drastic changes in the external environment, the various problems arising from the drastic changes in the external environment have been put in front of the decision makers of the RS Company. Through the reconstruction of the company's value chain and the opening up of new value spaces, the RS company has been actively confronted with the changes. This paper focuses on the theoretical basis and practical basis of the strategy formulation of RS Company, and evaluates the effect of its strategy implementation. Due to the insufficiency of the author's academic level, knowledge, ability and access to information, this paper fails to make a further study of some important related relationships. Therefore, some complicated problems such as quantitative analysis between international exchange rate change and RS company's profit change, and quantitative analysis of positive correlation between economic cycle and RS company industry can only be qualitative analysis but not quantitative analysis. The author of this paper will continue to study and study in the future, hoping to further improve the research in the future.
【學位授予單位】：南京大學
【學位級別】：碩士
【學位授予年份】：2016
【分類號】：F272
本文編號：2137765
[Abstract]:Through the case study of RS Company, a typical export-oriented traditional manufacturing enterprise, this paper studies the problems faced by RS Company in the current economic downward cycle. And the company's strategy to make changes to the environment and adjust accordingly. This paper applies relevant theories and analysis models: Porter's competitive strategy, Porter's five-force analysis theory and Porter's value chain theory to analyze and study the external environment and various factors affecting the internal organization of RS Company by using the model of PESTEL. After analyzing and identifying the core competence of RS Company, this paper makes SWOT analysis on the external opportunities and risks, internal strengths and weaknesses of RS Company, and then obtains the relevant strategic combination choice. According to the specific situation of RS Company, this paper determines the corresponding strategic combination and strategic positioning, and gives the relevant opinions on the short, medium and long term strategic objectives and the specific scheme and implementation guarantee of the company. At the end of the article, this paper makes a preliminary evaluation of the changes and results of RS Company's development strategy in the last year and leads to the conclusion that RS Company was founded in 1995, and in a short period of 20 years, there were only 28 people in a company. Street factories with annual output of less than 600000 yuan have grown into private enterprises with annual output of more than 180 million yuan. RS companies are in the traditional metal products manufacturing industry, and their main overseas markets are the Japanese market. European and North American markets. After the global economic crisis broke out in 2009, RS Company suffered from the economic drag of overseas markets, and its business growth stagnated. Due to the drastic changes in the external environment, the various problems arising from the drastic changes in the external environment have been put in front of the decision makers of the RS Company. Through the reconstruction of the company's value chain and the opening up of new value spaces, the RS company has been actively confronted with the changes. This paper focuses on the theoretical basis and practical basis of the strategy formulation of RS Company, and evaluates the effect of its strategy implementation. Due to the insufficiency of the author's academic level, knowledge, ability and access to information, this paper fails to make a further study of some important related relationships. Therefore, some complicated problems such as quantitative analysis between international exchange rate change and RS company's profit change, and quantitative analysis of positive correlation between economic cycle and RS company industry can only be qualitative analysis but not quantitative analysis. The author of this paper will continue to study and study in the future, hoping to further improve the research in the future.
【學位授予單位】：南京大學
【學位級別】：碩士
【學位授予年份】：2016
【分類號】：F272
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