本文選題：華潤集團　切入點：多元化　出處：《四川師范大學(xué)》2014年碩士論文　論文類型：學(xué)位論文

【摘要】：本文以戰(zhàn)略管理理論為依據(jù)，重點研究了企業(yè)多元化戰(zhàn)略選擇中的環(huán)境影響因素及多元化戰(zhàn)略實施中的步驟與策略，并通過對華潤集團的案例分析，研究了多元化戰(zhàn)略的模式選擇與實施。根據(jù)華潤集團實施多元化戰(zhàn)略的實際情況，對華潤集團公司多元化戰(zhàn)略的內(nèi)外部環(huán)境進行分析，外部環(huán)境主要包括政治、經(jīng)濟、文化、技術(shù)等方面；內(nèi)部環(huán)境分析主要是根據(jù)華潤集團的內(nèi)部資源狀況著重分析了華潤所具有的核心競爭力。在此基礎(chǔ)上，對華潤集團的優(yōu)劣勢進行了分析，，為戰(zhàn)略模式的選擇提供了依據(jù)，并從集團公司與子公司的關(guān)系角度提出了華潤集團多元化戰(zhàn)略的設(shè)計與實施方案，包括集團公司戰(zhàn)略、子集團戰(zhàn)略及子集團的年度計劃，在實施中突出方案設(shè)立、實施效果等等。 論文的主要研究結(jié)論： 通過對華潤集團多元化戰(zhàn)略的研究，總結(jié)出了集團公司多元化孵化器與子集團專業(yè)化發(fā)展的模式，提出了華潤集團多元化戰(zhàn)略推行中的經(jīng)驗與具體的問題，在針對華潤集團的研究中還是首例。一個企業(yè)，尤其是集團公司，要在日益激烈的競爭市場中占據(jù)優(yōu)勢地位或者足夠的市場份額，多元化戰(zhàn)略是必然選擇，但是要處理好集團公司與子公司的關(guān)系，扮演好各自的角色和定位，方能在激烈的市場角逐中始終占據(jù)主導(dǎo)和贏得發(fā)展先機。 論文的主要創(chuàng)新點如下： 一是通過分析集團公司型多元化戰(zhàn)略的要求，提出多元化戰(zhàn)略的組成與實施的要點與難點。 二是通過深入分析華潤集團多元化歷程，得出了集團公司多元化孵化器與子公司專業(yè)化發(fā)展的模式，總結(jié)出華潤集團多元化戰(zhàn)略推行中的經(jīng)驗與具體問題，在針對華潤集團這方面的研究中還是首例。
[Abstract]:Based on the theory of strategic management, this paper focuses on the environmental influence factors in the choice of diversification strategy and the steps and strategies in the implementation of diversification strategy, and analyzes the case of China Resources Group. This paper studies the mode selection and implementation of diversification strategy. According to the actual situation of implementing diversification strategy in China Resources Group, the internal and external environment of diversification strategy of China Resources Group Company is analyzed. The external environment mainly includes politics, economy, culture, etc. Technology and other aspects; the internal environment analysis is mainly based on the internal resource situation of China Resources Group, focusing on the core competitiveness of China Resources. On this basis, the advantages and disadvantages of China Resources Group are analyzed. It provides the basis for the choice of the strategic model, and puts forward the design and implementation plan of the diversification strategy of China Resources Group from the angle of the relationship between the group company and the subsidiary company, including the strategy of the group company, the strategy of the sub-group and the annual plan of the sub-group. In the implementation of the outstanding program establishment, implementation effect and so on. The main conclusions of this paper are as follows:. Through the research on the diversification strategy of China Resources Group, this paper summarizes the mode of the diversification incubator and the specialization development of the sub-group of the group company, and puts forward the experience and concrete problems in the implementation of the diversification strategy of the China Resources Group. In the case of China Resources Group, this is the first case. If an enterprise, especially a group company, wants to occupy an advantage or have sufficient market share in an increasingly competitive market, diversification strategy is the inevitable choice. But we should deal with the relationship between the group company and the subsidiary company, play their respective roles and position well, in order to always occupy the leading position and win the development first opportunity in the fierce market competition. The main innovations of the thesis are as follows:. First, by analyzing the requirements of group diversification strategy, the composition of diversification strategy and the key points and difficulties of its implementation are put forward. Second, through in-depth analysis of the diversification process of China Resources Group, the paper concludes the mode of specialization development of the group's diversification incubator and subsidiary companies, and summarizes the experience and specific problems in the implementation of the diversification strategy of China Resources Group. In view of China Resources Group in this area of research is the first case.
【學(xué)位授予單位】：四川師范大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F279.26;F272

【參考文獻】

相關(guān)期刊論文 前10條

1 劉明坤;;基于制度理論的企業(yè)非相關(guān)多元化與績效關(guān)系研究[J];商業(yè)研究;2010年07期

2 許莉;樊小平;張寧;;我國財產(chǎn)保險公司多元化經(jīng)營與績效的實證研究[J];保險研究;2010年05期

3 李品媛;基于核心競爭力的企業(yè)多元化戰(zhàn)略模式分析[J];財經(jīng)問題研究;2003年12期

4 姜付秀;劉志彪;陸正飛;;多元化經(jīng)營、企業(yè)價值與收益波動研究——以中國上市公司為例的實證研究[J];財經(jīng)問題研究;2006年11期

5 余來文;陳明;;公司多元化戰(zhàn)略的關(guān)鍵因素及其問題分析[J];當(dāng)代經(jīng)濟管理;2007年02期

6 曹艷愛;;企業(yè)多元化與專業(yè)化戰(zhàn)略選擇的思考——基于企業(yè)資源能力理論的分析[J];改革與戰(zhàn)略;2009年06期

7 潘瑞姣;;西方企業(yè)多元化經(jīng)營理論述評[J];改革與戰(zhàn)略;2009年11期

8 姚俊,呂源,藍海林;我國上市公司多元化與經(jīng)濟績效關(guān)系的實證研究[J];管理世界;2004年11期

9 金曉斌,陳代云,路穎,聯(lián)蒙珂;公司特質(zhì)、市場激勵與上市公司多元化經(jīng)營[J];經(jīng)濟研究;2002年09期

10 姚樹潔,馮根福,韓鐘偉;中國保險業(yè)效率的實證分析[J];經(jīng)濟研究;2005年07期

本文編號：1566173