大连石化公司发展战略研究
摘要
决定企业经营成败的一个极其重要的因素，就是看企业发展战略的选择是否科学、是否合理、是否切合实际。战略是企业与不断变化的外部环境间谋求平衡的一种纲领，是企业经营方向的规定和解决经营活动中所碰到问题时应该遵循的全局性、长远性和指导性的原则和策划。
本课题的研究是应用企业发展战略的理论，根据本人对企业发展战略的认识，运用比较优势及SWOT分析原理，针对一个国有特大型企业——中国石油大连石油化工公司在企业重组后所遇到的具体问题进行的企业战略研究，本文从环境分析入手，结合由于重组后的中国石油大连石油化工公司生产经营的具体情况，讨论、分析、研究企业的外部竞争对手，内部资源、能力及市场，分层次地提出了公司的发展战略、经营战略和职能战略。从而能有效的指导企业可持续发展，实现战略目标。
通过研究分析得出如下结论：在未来3-5年内，企业应该根据外部环境分析，结合自身的业务现状，抓紧时机，有所为有所不为。紧紧围绕大连石化分公司2000万吨扩能改造、西太平洋公司1000万吨扩能改造、围绕大连市建设“大大连”，投资建设大化工的总体规划，做大做强主营业务，发挥临港优势以及石化行业的管理经验，把大连石化公司定位于石化产业服务公司。
公司战略指导思想确定为：以提高经济效益为目的，以改革创新为动力，依托石化内部市场，开拓社会市场，优化产业结构，突出主营业务，开发引进新项目，实现可持续发展，把大连石油化工公司建设成为市场相对稳定、产业结构合理、整体实力较强、经营机制较活、经济效益较好、精神文明建设走在前列的石化产业服务公司。
战略选择的正确与否，是大连石化能否稳定企业职工，促进企业持续发展的关键。正确的企业经营战略规划，能够充分发挥企业的核心竞争力，在激烈竞争的市场中立于不败之地。不但可以作为企业今后相当一段时间的行动纲领，促进企业持续稳定的发展，而且可以为中国石油重组、改革后存续企业的稳定和发展具有借鉴意义。
A key factor that decide the success of a company is the company's strategy, that is whether the company chooses a scientific, reasonable and practical strategy. Company's strategy is a kind of balancing creed between the company and the ever-changing circumstance. It prescribes the direction of the company's development and carries out the general, long-term and instructional principal and scheme that should follow when the company meets with the managing problems.
This paper employs the theories of relative advantage and SWOT analysis to carry out the research of the company's strategy of Dalian Petro-chemical Company. It takes the access from the circumstance analysis, combines with the concrete situation of the company's production and management after the regroup, and analyzes the adversaries, internal resources, production capability and market. Therefore, it brings out the developing, managing and function strategies by and by.
During the coming 3 or 5 years, the company should base on the external circumstance analysis, combine the operating reality of itself and grasp the chance timely, so as to know what to do and what not. The company should follow closely the goal of enhance the capacity of Dalian Petro-chemical Company to 20 million tons, the capacity of WEPEC to 10 million tons, respond the Dalian government's general programming of constructing LARGE DALIAN and investing for constructing large petrochemical corporation. Thus the company can strengthen and enlarge the main business, and make use of the advantages of abutting the port and the managing experience of petrochemical industry, so as to pitch itself of being a petro-chemical industry serving company.
The company's strategically guiding idea is as follows: aim to elevate the economic benefit, strive to innovate, base on internal market, exploit social market, optimize industrial structure, extrude main business, exploit and introduce new projects, realize sustainable development, construct the company into a petrochemical industry serving company which has a relatively stable market, reasonable industrial structure, strength as a whole, agile managing mechanism, good economic benefit, excellent spirit consciousness.
A right strategic choice is the key of the company to level off its employees and speed its development. A correct strategic programming for the company's development can exert fully the company's core competition energy so that it can achieve success during the severe competition in market. Such strategy can not only be a action creed of the company in the future and sustain its right development, but also be a reference for other Chinese regrouped and reformed.
本课题的研究是应用企业发展战略的理论，根据本人对企业发展战略的认识，运用比较优势及SWOT分析原理，针对一个国有特大型企业——中国石油大连石油化工公司在企业重组后所遇到的具体问题进行的企业战略研究，本文从环境分析入手，结合由于重组后的中国石油大连石油化工公司生产经营的具体情况，讨论、分析、研究企业的外部竞争对手，内部资源、能力及市场，分层次地提出了公司的发展战略、经营战略和职能战略。从而能有效的指导企业可持续发展，实现战略目标。
通过研究分析得出如下结论：在未来3-5年内，企业应该根据外部环境分析，结合自身的业务现状，抓紧时机，有所为有所不为。紧紧围绕大连石化分公司2000万吨扩能改造、西太平洋公司1000万吨扩能改造、围绕大连市建设“大大连”，投资建设大化工的总体规划，做大做强主营业务，发挥临港优势以及石化行业的管理经验，把大连石化公司定位于石化产业服务公司。
公司战略指导思想确定为：以提高经济效益为目的，以改革创新为动力，依托石化内部市场，开拓社会市场，优化产业结构，突出主营业务，开发引进新项目，实现可持续发展，把大连石油化工公司建设成为市场相对稳定、产业结构合理、整体实力较强、经营机制较活、经济效益较好、精神文明建设走在前列的石化产业服务公司。
战略选择的正确与否，是大连石化能否稳定企业职工，促进企业持续发展的关键。正确的企业经营战略规划，能够充分发挥企业的核心竞争力，在激烈竞争的市场中立于不败之地。不但可以作为企业今后相当一段时间的行动纲领，促进企业持续稳定的发展，而且可以为中国石油重组、改革后存续企业的稳定和发展具有借鉴意义。
A key factor that decide the success of a company is the company's strategy, that is whether the company chooses a scientific, reasonable and practical strategy. Company's strategy is a kind of balancing creed between the company and the ever-changing circumstance. It prescribes the direction of the company's development and carries out the general, long-term and instructional principal and scheme that should follow when the company meets with the managing problems.
This paper employs the theories of relative advantage and SWOT analysis to carry out the research of the company's strategy of Dalian Petro-chemical Company. It takes the access from the circumstance analysis, combines with the concrete situation of the company's production and management after the regroup, and analyzes the adversaries, internal resources, production capability and market. Therefore, it brings out the developing, managing and function strategies by and by.
During the coming 3 or 5 years, the company should base on the external circumstance analysis, combine the operating reality of itself and grasp the chance timely, so as to know what to do and what not. The company should follow closely the goal of enhance the capacity of Dalian Petro-chemical Company to 20 million tons, the capacity of WEPEC to 10 million tons, respond the Dalian government's general programming of constructing LARGE DALIAN and investing for constructing large petrochemical corporation. Thus the company can strengthen and enlarge the main business, and make use of the advantages of abutting the port and the managing experience of petrochemical industry, so as to pitch itself of being a petro-chemical industry serving company.
The company's strategically guiding idea is as follows: aim to elevate the economic benefit, strive to innovate, base on internal market, exploit social market, optimize industrial structure, extrude main business, exploit and introduce new projects, realize sustainable development, construct the company into a petrochemical industry serving company which has a relatively stable market, reasonable industrial structure, strength as a whole, agile managing mechanism, good economic benefit, excellent spirit consciousness.
A right strategic choice is the key of the company to level off its employees and speed its development. A correct strategic programming for the company's development can exert fully the company's core competition energy so that it can achieve success during the severe competition in market. Such strategy can not only be a action creed of the company in the future and sustain its right development, but also be a reference for other Chinese regrouped and reformed.
引文
[1] 魏杰 战略选择 中国发展出版社 2002：112-134 150-172 254-297
[2] 彼德 F 得鲁克．管理的实践．孙耀君译．北京：中国社会科学出版社，1987：20-45
[3] 迈克尔 波特著．竞争战略．乔晓东等译．北京：中国财政经济社，1989：110-159
[4] 董大海著．战略管理．大连：大连理工大学出版社，2001．9：20-47
[5] 迈克尔 波特著．竞争优势．夏忠华主译．北京：中国财政经济社，1988：56-93
[6] Henry Mintzberg. STRUCTURE IN FIVES: DESIGNING EFFECTIVE ORGANIZATIONS. Pretice-Hall Inc., 1993
[7] 费雷德 R 戴维．战略管理．李克宁译．北京：经济科学出版社，1998
[8] Michael A Hitt, R Duane Ireland, Robert E Hoskisson. STRATEGIC MANAGEMENT. West Publishing Company, 1995
[9] 约翰 P 科特．以变求生．北京：新华出版社，1998
[10] 约翰 科特著．变革的力量：领导与管理的差异．方云军等译．北京：华夏出版社，1997
[11] Peter Wright, Charles D Pringle, Mark J. Kroll. STRATAGIC MANAGEMENT. 2nd ed. Allyn and Bacon, 1994
[12] 罗文 吉布森编．重思未来．海口：海南出版社，1999
[13] 尼尔 瑞克曼等著．合作竞争大未来．苏怡仲译．北京：经济管理出版社，1998
[14] P 普里切特等著．并购之后．凌晓萍译．北京：中信出版社，1999
[15] Price Watehouse公司编．21世纪CEO的经营理念．北京：华夏出版社，1998
[16] 陈维政等编．资产重组．成都：西南财经大学出版社，1996
[17] Alex Miller. STRATE61C MANAGEMENT. 3rd ed. McGraw—Hill Co., Inc., 1998
[18] 董大海著．现代企业竞争方略．北京：中国商业出版社，1994
[19] Arthur A Thompson, Jr and A J Strickland Ⅲ. STRZTEGIC MANAGEMENT. 6rd ed. Richard D Irwin, Inc, 1992
[20] 郭元唏著．资本经营：骤变时代中的权力的获得与利用．成都：西南财经大学出版社，1997
[21] William A Sahlman. How to Write a Great Business Plan. Harverd Business Review, 1994, July-August
[22] 安德烈 博福尔著．战略入门．军事科学院军事研究部译．军事科学出版社，1989
[23] 加里 哈梅尔，CK 普拉哈拉著．竞争大未来．王振西主译．北京：昆仑出版社，1998
[24] 肯尼思 普瑞斯等著．以合作求竞争．武康平译．沈阳：辽宁教育出版社，1998
[25] Gary Hamel. Strategy as Revolution. Harverd Business Review, 1996, July-August
[26] 史蒂文 L 戈德曼等著．灵捷竞争者与虚拟组织．杨开锋等译．沈阳：辽宁教育出版社，1998
[27] Amar Bhide. The Questions Every Enterpreneur Must Answer. Harverd Business Review, 1996, November-December
[28] 保罗 S 卖耶斯著．知识管理与组织设计．蒋惠工等译．珠海：珠海出版社，1998
[29] 安德泽杰 胡克金斯基里著．管理宗师：世界一流的管理思想．王宏方译．大连：东北财经大学出版社，1998
[30] James C Colins, Jerry I Porras, Building Your Company's Vision, Harverd Business Review, 1996, September-October
[31] Henry Mintzberg. James Brian Quinn, Jhon Voyer. THE STATEGY PROCESS, Prentice-Hall Inc., 1995
[2] 彼德 F 得鲁克．管理的实践．孙耀君译．北京：中国社会科学出版社，1987：20-45
[3] 迈克尔 波特著．竞争战略．乔晓东等译．北京：中国财政经济社，1989：110-159
[4] 董大海著．战略管理．大连：大连理工大学出版社，2001．9：20-47
[5] 迈克尔 波特著．竞争优势．夏忠华主译．北京：中国财政经济社，1988：56-93
[6] Henry Mintzberg. STRUCTURE IN FIVES: DESIGNING EFFECTIVE ORGANIZATIONS. Pretice-Hall Inc., 1993
[7] 费雷德 R 戴维．战略管理．李克宁译．北京：经济科学出版社，1998
[8] Michael A Hitt, R Duane Ireland, Robert E Hoskisson. STRATEGIC MANAGEMENT. West Publishing Company, 1995
[9] 约翰 P 科特．以变求生．北京：新华出版社，1998
[10] 约翰 科特著．变革的力量：领导与管理的差异．方云军等译．北京：华夏出版社，1997
[11] Peter Wright, Charles D Pringle, Mark J. Kroll. STRATAGIC MANAGEMENT. 2nd ed. Allyn and Bacon, 1994
[12] 罗文 吉布森编．重思未来．海口：海南出版社，1999
[13] 尼尔 瑞克曼等著．合作竞争大未来．苏怡仲译．北京：经济管理出版社，1998
[14] P 普里切特等著．并购之后．凌晓萍译．北京：中信出版社，1999
[15] Price Watehouse公司编．21世纪CEO的经营理念．北京：华夏出版社，1998
[16] 陈维政等编．资产重组．成都：西南财经大学出版社，1996
[17] Alex Miller. STRATE61C MANAGEMENT. 3rd ed. McGraw—Hill Co., Inc., 1998
[18] 董大海著．现代企业竞争方略．北京：中国商业出版社，1994
[19] Arthur A Thompson, Jr and A J Strickland Ⅲ. STRZTEGIC MANAGEMENT. 6rd ed. Richard D Irwin, Inc, 1992
[20] 郭元唏著．资本经营：骤变时代中的权力的获得与利用．成都：西南财经大学出版社，1997
[21] William A Sahlman. How to Write a Great Business Plan. Harverd Business Review, 1994, July-August
[22] 安德烈 博福尔著．战略入门．军事科学院军事研究部译．军事科学出版社，1989
[23] 加里 哈梅尔，CK 普拉哈拉著．竞争大未来．王振西主译．北京：昆仑出版社，1998
[24] 肯尼思 普瑞斯等著．以合作求竞争．武康平译．沈阳：辽宁教育出版社，1998
[25] Gary Hamel. Strategy as Revolution. Harverd Business Review, 1996, July-August
[26] 史蒂文 L 戈德曼等著．灵捷竞争者与虚拟组织．杨开锋等译．沈阳：辽宁教育出版社，1998
[27] Amar Bhide. The Questions Every Enterpreneur Must Answer. Harverd Business Review, 1996, November-December
[28] 保罗 S 卖耶斯著．知识管理与组织设计．蒋惠工等译．珠海：珠海出版社，1998
[29] 安德泽杰 胡克金斯基里著．管理宗师：世界一流的管理思想．王宏方译．大连：东北财经大学出版社，1998
[30] James C Colins, Jerry I Porras, Building Your Company's Vision, Harverd Business Review, 1996, September-October
[31] Henry Mintzberg. James Brian Quinn, Jhon Voyer. THE STATEGY PROCESS, Prentice-Hall Inc., 1995