SX软件公司总体战略研究
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摘要
本文论述的是一个民营软件公司如何在其生命周期的青春阶段制定适合自己发展的战略，并通过战略实施方法论执行已经制定的战略。
本文研究主要是运用了建立在波特竞争模型基础之上的科伊尼—萨布纳梅联姆模型来进行战略分析。在任何一个社会，特权和协作是难以避免的。运用特权和协作来发展是很多公司的成功之道。背景公司就是利用特权来发展的，目前它又在运用协作的力量。
战略规划阶段主要是运用价值链作为理论基础来进行研究。通过对公司价值链的分析，我们找出了公司增值最多和缺少增值的环节，并制定了相应的战略和措施。在战略实施阶段，通过对战略执行／实施理论的研究，结合信息化建设所采用的实施方法论和本人的工作经验，融合平衡计分卡的思想，得到一种全新的战略实施方法论来进行战略实施的管理。战略实施中，主要选择了利润模式和业务单元战略规划作为研究对象。使用了战略更新方法进行业务单元的战略规划。通过业务单元对公司战略地位、意义和盈利性的分析，选择了相应的业务单元战略。
本文得出的总体战略是：通过大力开发人力资源、加强内部知识管理和引入外部专家智慧，使公司的产品变得更富有知识；剥离咨询，专注于改善公司产品的形象；加大知识转移力度改变客户的使用习惯；逐渐培养财务能力以适应公司上市及发挥自身优势的需要。
在竞争中，注重成本控制的同时不同优化价值链。
This Paper discusses how a company runs by private capital software establishments the strategy in keeping with oneself that develops, and takes it into practice through strategy implementation method in the youth stage of its life cycle
This paper makes the strategy analysis with the Coye and Subramaniam model which was founded on the Porter competitive model. In any society, the privilege and cooperation is inevitable and most of the successful companies look them as
the effective avenue to success.
The company this paper discussed firstly used privilege to develop rapidly, now it is taking the power of cooperation to make further progress, for this reasoa these two items are the main factors analyzed in the inside and outside environment study.
This paper applies the value chain theories to study in the strategy programming stage. Through the analysis of the value chain, we found out the key business, which can increase or decrease the corporate value. According to these analyses, we established the corresponding strategy and measures.
In the strategy implementation stage, we get a new strategy implementation method to manage strategy implementation process, through study of strategy performance/implementation theories, and combined the work experience anc implementation method adopted in informationlization construction, together with the methodology of the Balance Score Card,
In the strategy implementation stage, this paper primarily chose the profits
mode and business unit as the strategy programming objective and used the. strategy renew method to program the business unit. This paper analyzed company strategy position, meaning and profitability through the business unit, choose the corresponding business unit strategy.
The total strategy this paper put forward is: Through strongly developing human resource, enhancing the internal knowledge management and taking into the external expert's intelligence, the company can make its product with much more knowledge; remove consulting business and be absorbed in the image amelioration of its product; enlarge knowledge transfer degree to change the customer's application habits; gradually educate the finance ability to adapt to the requirement of entering the stock market and developing its own advantages.
In the competition, the company should pay a lot of attention on cost control, at the same time, make the value chain optimization.
本文研究主要是运用了建立在波特竞争模型基础之上的科伊尼—萨布纳梅联姆模型来进行战略分析。在任何一个社会，特权和协作是难以避免的。运用特权和协作来发展是很多公司的成功之道。背景公司就是利用特权来发展的，目前它又在运用协作的力量。
战略规划阶段主要是运用价值链作为理论基础来进行研究。通过对公司价值链的分析，我们找出了公司增值最多和缺少增值的环节，并制定了相应的战略和措施。在战略实施阶段，通过对战略执行／实施理论的研究，结合信息化建设所采用的实施方法论和本人的工作经验，融合平衡计分卡的思想，得到一种全新的战略实施方法论来进行战略实施的管理。战略实施中，主要选择了利润模式和业务单元战略规划作为研究对象。使用了战略更新方法进行业务单元的战略规划。通过业务单元对公司战略地位、意义和盈利性的分析，选择了相应的业务单元战略。
本文得出的总体战略是：通过大力开发人力资源、加强内部知识管理和引入外部专家智慧，使公司的产品变得更富有知识；剥离咨询，专注于改善公司产品的形象；加大知识转移力度改变客户的使用习惯；逐渐培养财务能力以适应公司上市及发挥自身优势的需要。
在竞争中，注重成本控制的同时不同优化价值链。
This Paper discusses how a company runs by private capital software establishments the strategy in keeping with oneself that develops, and takes it into practice through strategy implementation method in the youth stage of its life cycle
This paper makes the strategy analysis with the Coye and Subramaniam model which was founded on the Porter competitive model. In any society, the privilege and cooperation is inevitable and most of the successful companies look them as
the effective avenue to success.
The company this paper discussed firstly used privilege to develop rapidly, now it is taking the power of cooperation to make further progress, for this reasoa these two items are the main factors analyzed in the inside and outside environment study.
This paper applies the value chain theories to study in the strategy programming stage. Through the analysis of the value chain, we found out the key business, which can increase or decrease the corporate value. According to these analyses, we established the corresponding strategy and measures.
In the strategy implementation stage, we get a new strategy implementation method to manage strategy implementation process, through study of strategy performance/implementation theories, and combined the work experience anc implementation method adopted in informationlization construction, together with the methodology of the Balance Score Card,
In the strategy implementation stage, this paper primarily chose the profits
mode and business unit as the strategy programming objective and used the. strategy renew method to program the business unit. This paper analyzed company strategy position, meaning and profitability through the business unit, choose the corresponding business unit strategy.
The total strategy this paper put forward is: Through strongly developing human resource, enhancing the internal knowledge management and taking into the external expert's intelligence, the company can make its product with much more knowledge; remove consulting business and be absorbed in the image amelioration of its product; enlarge knowledge transfer degree to change the customer's application habits; gradually educate the finance ability to adapt to the requirement of entering the stock market and developing its own advantages.
In the competition, the company should pay a lot of attention on cost control, at the same time, make the value chain optimization.
引文
1．弗雷德·R·戴维 著 李克宁译 《战略管理(第六版)》北京 经济科学出版社
2．迈克尔·波特著 陈小跃译《竞争战略》北京 华夏出版社
3．迈克尔·波特著 陈小跃译《竞争优势》北京 华夏出版社
4．亚德里安·J·斯莱斯基 大卫·J·默里森 劳伦斯·H·艾伯茨 保罗·G·克利福德著 凌晓东 刘文军 张春子 吴素萍 刘云鹏译 《发现利润区》北京 中信出版社
5．甘化鸣主编《业务流程》北京 中国国际广播出版社
6. K. Coye and S. Subramaniam, " BringingDiscipline to Strategy" , Mckinsey Quaterly, no. 4(1996)
7．亚德里安·J·斯莱斯基 大卫·J·默里森 等著 张星等译 《利润模式》北京 中信出版社
8．P·德鲁克等著 李小刚译《未来的管理》成都 四川人民出版社
9．迈克尔·波特 加里·哈默等著 徐志东 张致斌译《未来的战略》成都 四川人民出版社
10．汤姆·科普兰 蒂姆·可勒 杰克·默林著 郝绍伦 谢关平译《价值评估．公司价值的衡量与管理(第3版)》北京 电子工业出版社
11．张本祥 孙博文 马克明“非线性的概念、性质及其哲学意义”，《自然辩证法研究》1996年2期
12．赵松年，“非线性科学：它的内容、方法和意义”，《复杂性研究》，科学出版社，1993年版
13．拉里·博西迪 拉姆·查兰著 刘祥亚译《执行》，机械工业出版社
14．肖纳 L·布朗 凯瑟琳 M·艾森哈特著 吴溪译《边缘竞争》机械工业出版社
15．陈宏刚 林斌 凌小宁(微软公司员工)等著，《软件开发的科学与艺术》，电子工业出版社
16．IBM、SAP、用友、金蝶 实施方法论
17．国研网www.drcnet. com
18．赛迪网www.ccidnet.com
2．迈克尔·波特著 陈小跃译《竞争战略》北京 华夏出版社
3．迈克尔·波特著 陈小跃译《竞争优势》北京 华夏出版社
4．亚德里安·J·斯莱斯基 大卫·J·默里森 劳伦斯·H·艾伯茨 保罗·G·克利福德著 凌晓东 刘文军 张春子 吴素萍 刘云鹏译 《发现利润区》北京 中信出版社
5．甘化鸣主编《业务流程》北京 中国国际广播出版社
6. K. Coye and S. Subramaniam, " BringingDiscipline to Strategy" , Mckinsey Quaterly, no. 4(1996)
7．亚德里安·J·斯莱斯基 大卫·J·默里森 等著 张星等译 《利润模式》北京 中信出版社
8．P·德鲁克等著 李小刚译《未来的管理》成都 四川人民出版社
9．迈克尔·波特 加里·哈默等著 徐志东 张致斌译《未来的战略》成都 四川人民出版社
10．汤姆·科普兰 蒂姆·可勒 杰克·默林著 郝绍伦 谢关平译《价值评估．公司价值的衡量与管理(第3版)》北京 电子工业出版社
11．张本祥 孙博文 马克明“非线性的概念、性质及其哲学意义”，《自然辩证法研究》1996年2期
12．赵松年，“非线性科学：它的内容、方法和意义”，《复杂性研究》，科学出版社，1993年版
13．拉里·博西迪 拉姆·查兰著 刘祥亚译《执行》，机械工业出版社
14．肖纳 L·布朗 凯瑟琳 M·艾森哈特著 吴溪译《边缘竞争》机械工业出版社
15．陈宏刚 林斌 凌小宁(微软公司员工)等著，《软件开发的科学与艺术》，电子工业出版社
16．IBM、SAP、用友、金蝶 实施方法论
17．国研网www.drcnet. com
18．赛迪网www.ccidnet.com
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