發(fā)布時(shí)間：2018-03-22 09:48

  本文選題：發(fā)展戰(zhàn)略　切入點(diǎn)：市場(chǎng)分析　出處：《南京大學(xué)》2014年碩士論文　論文類型：學(xué)位論文

【摘要】：近年來(lái),隨著科學(xué)技術(shù)發(fā)展的日新月異,企業(yè)經(jīng)營(yíng)環(huán)境劇變,企業(yè)之間的競(jìng)爭(zhēng)日趨激烈,客戶的要求不斷提高,戰(zhàn)略管理成為企業(yè)界和學(xué)術(shù)界共同關(guān)注的熱點(diǎn)問(wèn)題。制定一個(gè)合理有效的發(fā)展戰(zhàn)略可以幫助企業(yè)提升核心競(jìng)爭(zhēng)優(yōu)勢(shì),在競(jìng)爭(zhēng)中勝出,實(shí)現(xiàn)長(zhǎng)遠(yuǎn)發(fā)展。SP玻璃工藝公司是一家服務(wù)于玻璃家具業(yè)的小型企業(yè),經(jīng)過(guò)近十年的發(fā)展業(yè)務(wù)一直比較穩(wěn)定,但同許多其他同類型企業(yè)一樣,SP玻璃公司一直采用粗放型管理模式,企業(yè)戰(zhàn)略管理一直缺失。由于2008年開(kāi)始的國(guó)際金融危機(jī)和2011年開(kāi)始的國(guó)內(nèi)房產(chǎn)市場(chǎng)調(diào)控影響,該公司面臨著創(chuàng)建以來(lái)最大的發(fā)展瓶頸和前所未有的挑戰(zhàn)。雖然2012年以來(lái)國(guó)家陸續(xù)出臺(tái)多項(xiàng)扶持政策為中小企業(yè),尤其是小微企業(yè)解圍,但是,如何繼續(xù)保持和進(jìn)一步提升SP玻璃公司的市場(chǎng)地位和經(jīng)營(yíng)態(tài)勢(shì),使公司持續(xù)長(zhǎng)久發(fā)展下去,需要對(duì)公司未來(lái)的發(fā)展做出明確的規(guī)劃,明確其發(fā)展的戰(zhàn)略目標(biāo)和戰(zhàn)略方向。本文以戰(zhàn)略管理理論為基礎(chǔ),結(jié)合SP玻璃公司生產(chǎn)經(jīng)營(yíng)實(shí)際,試圖為其制定合適有效的企業(yè)發(fā)展戰(zhàn)略。在研究過(guò)程中,對(duì)SP公司的發(fā)展宏觀環(huán)境從政治、經(jīng)濟(jì)、社會(huì)、技術(shù)角度進(jìn)行了系統(tǒng)的分析,并重點(diǎn)探討了目前SP玻璃公司生產(chǎn)經(jīng)營(yíng)中所面臨的諸多問(wèn)題,比如企業(yè)的制度過(guò)于陳舊,公司管理模式、管理手段不能適應(yīng)市場(chǎng)的要求；行業(yè)同質(zhì)化嚴(yán)重,企業(yè)創(chuàng)新能力不夠,未能形成有效的核心競(jìng)爭(zhēng)力；產(chǎn)品質(zhì)量以及檔次過(guò)低,科技研發(fā)能力不足,產(chǎn)品科技含量低,無(wú)法創(chuàng)造有影響力的自有品牌；人才缺失,人力資源管理方式方法落后,難以留住人才,也無(wú)法根據(jù)公司需要培養(yǎng)自己的人才隊(duì)伍等等,這些問(wèn)題都具有一定的代表性,通過(guò)研究此類問(wèn)題,不僅能為SP玻璃公司的發(fā)展出謀劃策,也可以為其他同類型的小微企業(yè)提供分析借鑒。本研究初步得出了SP玻璃公司未來(lái)五年的發(fā)展戰(zhàn)略是“一穩(wěn)固,二突破,三實(shí)現(xiàn)”,即以加強(qiáng)型戰(zhàn)略為主,輔以差異化戰(zhàn)略、專業(yè)化戰(zhàn)略、聯(lián)合競(jìng)爭(zhēng)戰(zhàn)略、技術(shù)創(chuàng)新戰(zhàn)略等復(fù)合型的發(fā)展戰(zhàn)略。期望本論文的研究能夠?yàn)镾P公司未來(lái)的發(fā)展和資源布置方面提供有的放矢的指導(dǎo)意義,使SP玻璃公司贏得在這個(gè)領(lǐng)域的持續(xù)發(fā)展能力。
[Abstract]:In recent years, with the rapid development of science and technology, the business environment of enterprises has changed dramatically, the competition between enterprises is becoming increasingly fierce, and the requirements of customers are constantly raised. Strategic management has become a hot issue in both business and academic circles. Making a reasonable and effective development strategy can help enterprises to enhance their core competitive advantage and win in the competition. To achieve long-term development. Sp Glass Technology Company is a small enterprise serving the glass furniture industry. After nearly a decade of development, its business has been relatively stable, but like many other similar enterprises, SP Glass Company has been adopting extensive management mode. Corporate strategic management has been missing. As a result of the international financial crisis that began in 2008 and the impact of the domestic housing market regulation that began in 2011, The company is facing the biggest development bottlenecks and unprecedented challenges since its founding. Although several support policies have been introduced since 2012 to help small and medium-sized enterprises, especially small and micro enterprises, but, How to continue to maintain and further enhance SP glass company's market position and business situation, so that the company can continue to develop for a long time, need to make a clear plan for the future development of the company. This paper, based on the strategic management theory and the production and management practice of SP Glass Company, tries to formulate a suitable and effective enterprise development strategy for the company. This paper makes a systematic analysis of the macro environment of SP company from the political, economic, social and technical perspectives, and focuses on discussing many problems in the production and operation of SP Glass Company at present, such as the old system of the enterprise. The management mode and means of the company cannot meet the requirements of the market; the industry is homogenized seriously, the innovation ability of the enterprise is not enough, and the effective core competitiveness is not formed; the product quality and grade are too low, and the R & D capability of science and technology is insufficient. Low scientific and technological content of products, unable to create influential private brands, lack of talents, backward methods of human resources management, difficulties in retaining talents, and inability to train their own talents according to the needs of the company, etc. These problems are representative to a certain extent, through the study of such problems, not only for the development of SP glass company can give advice, This study preliminarily concludes that the development strategy of SP Glass Company in the next five years is "one firm, two breakthroughs, three realization", that is, strengthening strategy, supplemented by differentiation strategy, can also be used as a reference for other small and micro enterprises of the same type, and this study shows that the development strategy of SP Glass Company in the next five years is "one firm, two breakthroughs, three realization". Professional strategy, joint competition strategy, technology innovation strategy and other complex development strategies. It is expected that the research in this paper can provide targeted guidance for SP company's future development and resource layout. To enable SP Glass to win sustainable development in this field.
【學(xué)位授予單位】：南京大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F272;F426.71

【相似文獻(xiàn)】

相關(guān)期刊論文 前10條

1 何銘鋒;劉禹君;;漫談芬蘭玻璃工藝與設(shè)計(jì)[J];藝海;2013年04期

2 蘇小麗;李月明;陳云霞;;思維導(dǎo)圖在玻璃工藝學(xué)教與學(xué)中的運(yùn)用探析[J];中國(guó)輕工教育;2013年05期

3 張小干;英國(guó)玻璃工藝學(xué)會(huì)簡(jiǎn)介[J];玻璃與搪瓷;1988年03期

4 張戰(zhàn)營(yíng);�？撇ＡЧに噷I(yè)方向教改的思考[J];建材高教理論與實(shí)踐;1995年04期

5 陳國(guó)華,顧申良,張戰(zhàn)營(yíng);建材工程�？啤恫ＡЧに噷W(xué)》教材改革實(shí)踐[J];建材高教理論與實(shí)踐;1996年04期

6 王瑛;談乳化(蒙砂)玻璃工藝、配方[J];網(wǎng)印工業(yè);2001年03期

7 陳文娟;;玻璃工藝專業(yè)本科實(shí)驗(yàn)教學(xué)體系初探[J];河南建材;2008年02期

8 俞心剛;曾康燕;羅詩(shī)松;;玻璃工藝學(xué)緒論教學(xué)研究[J];高等建筑教育;2010年05期

9 張梅梅;劉建安;王介峰;何文;;玻璃工藝綜合實(shí)驗(yàn)教學(xué)與實(shí)踐[J];實(shí)驗(yàn)技術(shù)與管理;2011年05期

10 王振林;;數(shù)學(xué)闡釋在玻璃工藝原理教學(xué)中的運(yùn)用[J];玻璃;2011年05期

相關(guān)會(huì)議論文 前2條

1 韓清偉;候林;;彩色玻屏生產(chǎn)中兩次條紋對(duì)策過(guò)程的對(duì)比和分析[A];電子玻璃技術(shù)學(xué)術(shù)論文集[C];2004年

2 楊志強(qiáng);;現(xiàn)代仿真方法輔助基板玻璃工藝難題研究[A];電子玻璃技術(shù)（2009年第1、2期）——第九屆電子玻璃分會(huì)換屆年會(huì)及慶祝電子玻璃分會(huì)成立三十周年暨電子玻璃學(xué)術(shù)研討會(huì)論文集[C];2009年

相關(guān)重要報(bào)紙文章 前9條

1 朱夢(mèng)笛 陳寧;江蘇益林:玻璃產(chǎn)業(yè)挖潛“求生”[N];中國(guó)建材報(bào);2012年

2 吳生鋒 談鳳杰 楊俊;美瑞華“孵化”揚(yáng)州玻璃工藝產(chǎn)業(yè)[N];揚(yáng)州日?qǐng)?bào);2006年

3 黃聲遠(yuǎn);重慶玻璃工藝發(fā)力國(guó)外[N];中國(guó)礦業(yè)報(bào);2005年

4 本報(bào)記者 朱夢(mèng)笛 陳寧;益林玻璃產(chǎn)業(yè)挖潛“求生”[N];江蘇經(jīng)濟(jì)報(bào);2012年

5 肖榮;從“玻璃匠”到“玻璃工藝商”[N];經(jīng)理日?qǐng)?bào);2004年

6 本報(bào)記者 李文峰邋吳生鋒;小官莊：玻璃工藝產(chǎn)業(yè)裂變升級(jí)[N];揚(yáng)州日?qǐng)?bào);2007年

7 記者 王國(guó)康;秀強(qiáng)公司成為我市第二家本土上市企業(yè)[N];宿遷日?qǐng)?bào);2011年

8 易文;揚(yáng)州寶應(yīng)成“全國(guó)玻璃水晶出口基地”[N];消費(fèi)日?qǐng)?bào);2008年

9 楊亞;安全節(jié)能兩手抓[N];中國(guó)電力報(bào);2013年

相關(guān)碩士學(xué)位論文 前5條

1 孫文;勒內(nèi)·拉利克對(duì)西方現(xiàn)代玻璃工藝的創(chuàng)新性探究[D];哈爾濱師范大學(xué);2016年

2 錢力;SP玻璃工藝公司發(fā)展戰(zhàn)略研究[D];南京大學(xué);2014年

3 吳偉;淺析玻璃工藝在現(xiàn)代裝飾藝術(shù)中的運(yùn)用[D];西安美術(shù)學(xué)院;2006年

4 熊鷹;以錳結(jié)核氨浸渣為主要原料制備介孔玻璃工藝研究[D];中國(guó)地質(zhì)大學(xué)（北京）;2007年

5 韓克公;SP玻璃工藝公司發(fā)展戰(zhàn)略研究[D];中國(guó)地質(zhì)大學(xué)（北京）;2013年

，

本文編號(hào)：1648118