信钢公司经营战略与资本运营研究
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摘要
本文主要探讨了信钢公司经营战略和资本运营对策。选题的动因主要有二：一是随着社会主义市场经济体制改革的不断深入，我国钢铁企业的发展正处于全面建立现代企业制度，调整优化产业结构的重要时期，进行经营战略研究，提高资本运营效率是增强钢铁经济实力的一个重要课题。二是资本运营和战略管理在我国尚处于起步阶段，对中小钢铁企业的资本运营和经营战略研究较少，因此，本文选择了“信钢公司经营战略与资本运营研究”这一课题。
本文的逻辑思路是：首先介绍经营战略和资本运营的基本概念内容，从理论上阐述资本运营对企业经营战略的影响，明确本文研究的范畴；然后实证分析信钢公司资本运营情况和效果，进而通过对信钢目前的优势和劣势、竞争环境和竞争力量分析，提出未来信钢的经营战略选择和资本运营策略；最后对信钢公司的并购联合进行了探讨。
本文共分五个部分：第一部分企业战略概述。由关于企业战略的主要观点导出企业经营战略的概念和分类，简要介绍了行业竞争力分析、基本竞争战略与竞争优势以及产品和市场分析。
第二部分是运用资本运营实施企业经营战略的理论分析。本章简述了资本运营的概念、目标和内容，重点分析了企业资本运营的经济动因。在此基础上探讨了资本运营对行业竞争力、企业基本竞争战略和企业生命周期的影响。
第三部分是信钢公司情况综述与竞争环境分析。通过对信钢被兼并后的经营战略和资本运营情况综述，指出信钢公司由濒临破产到实现盈利是运用资本运营实现企业经营战略的典型案例，并运用战略理论对信钢目前的优势、劣势和竞争环境进行了分析，以便正确选择经营战略和资本运营对策。
第四部分是信钢公司总体经营战略选择与资本运营对策。在前几章的基础上提出信钢公司应该选择主导型多元化经营战略和总成本领先战略，立足于做强钢铁主业，发展辅助产业。并围绕经营战略提出了资本运营的基本原则和八项对策，对信钢下一步并购联合进行了探讨。
This article gives centralized research about the capital operation countermeasure and management strategy of Xinyang Iron & Steel Co.,Ltd. There are two reasons that this subject is selected.Firstly,with the in-depth reform of our socialist market economy mechanism,the iron and steel industry is stepping into an important period of establishing modernized enterprise systems and adjusting .optimizing the industry structure.lt is an important work to increase economic benefit and enhance business strength for the iron and steel industry. Secondly,capital operation and the strategy research in our country is still in starting stage,The capital operation and the management strategy study about the middle-mini sized iron and steel enterprise is especially fewer.
The logical train of thought of this article is:firstly the basic concept of Capital Operation and Operation Strategy is discussed in this article. The influence of Capital Operation on Operation Strategy is discussed theoretically. The scope of this article is showed clearly by this discussion. Then the Capital Operation station and effect of Xinyang Iron & Steel Co. Ltd. are put out and analyzed. It draws the conclusion of the advantage,the inferior position,the environment of competition and the competitive power of Xinyang Iron & Steel Co. Ltd.. And it put forward the strategy of Capital Operation and the choice of Operation Strategy Xinyang Iron & Steel Co. Ltd. should adopt. At last the merger and consolidation of Xinyang Iron & Steel Co. Ltd. are discussed.
This article consists of five parts. The first is a summary of enterprise Strategy. The main point of view of Operation Strategy is discussed in this article and the strategic concept and classification is led out. The part includes the trade competition analysis,competition strategy,competition advantage as well as product and market analysis.
The second part:how to carry into execution of Operation Strategy by Capital Operation is discussed in this part. The concept,destination and content of Capital Operation is led out briefly in this part. And the economic causation of Capital Operation is analyzed mainly. The influence of Capital Operation on company's competitive power,basic Operation Strategy and life cycle are also discussed.
The third part:the station and the environment of competition is discussed in this part. The station of Capital Operation and Operation Strategy of XinYang Iron & Steel Co. Ltd after its merger is introduced. There is a canonical example of Capital Operation and Operation Strategy. At first,XinYang Iron & Steel Co. Ltd was at the verge of bankruptcy,and then it realized profit through Capital Operation and Operation Strategy. The advantage,inferior position and the environment of competition of XinYang Iron & Steel Co. Ltd. are analyzed by the theory of Operation strategy.
The forth partxountermeasures of the Capital Operation and Operation Strategy of XinYang Iron & Steel Co. Ltd is discussed in this part. Basing on the preceding part,the paper puts forward the diversification strategy and low-cost strategy of XinYang Iron & Steel Co. Ltd .,how to boost up the output of iron and steel,develop supplementary
本文的逻辑思路是：首先介绍经营战略和资本运营的基本概念内容，从理论上阐述资本运营对企业经营战略的影响，明确本文研究的范畴；然后实证分析信钢公司资本运营情况和效果，进而通过对信钢目前的优势和劣势、竞争环境和竞争力量分析，提出未来信钢的经营战略选择和资本运营策略；最后对信钢公司的并购联合进行了探讨。
本文共分五个部分：第一部分企业战略概述。由关于企业战略的主要观点导出企业经营战略的概念和分类，简要介绍了行业竞争力分析、基本竞争战略与竞争优势以及产品和市场分析。
第二部分是运用资本运营实施企业经营战略的理论分析。本章简述了资本运营的概念、目标和内容，重点分析了企业资本运营的经济动因。在此基础上探讨了资本运营对行业竞争力、企业基本竞争战略和企业生命周期的影响。
第三部分是信钢公司情况综述与竞争环境分析。通过对信钢被兼并后的经营战略和资本运营情况综述，指出信钢公司由濒临破产到实现盈利是运用资本运营实现企业经营战略的典型案例，并运用战略理论对信钢目前的优势、劣势和竞争环境进行了分析，以便正确选择经营战略和资本运营对策。
第四部分是信钢公司总体经营战略选择与资本运营对策。在前几章的基础上提出信钢公司应该选择主导型多元化经营战略和总成本领先战略，立足于做强钢铁主业，发展辅助产业。并围绕经营战略提出了资本运营的基本原则和八项对策，对信钢下一步并购联合进行了探讨。
This article gives centralized research about the capital operation countermeasure and management strategy of Xinyang Iron & Steel Co.,Ltd. There are two reasons that this subject is selected.Firstly,with the in-depth reform of our socialist market economy mechanism,the iron and steel industry is stepping into an important period of establishing modernized enterprise systems and adjusting .optimizing the industry structure.lt is an important work to increase economic benefit and enhance business strength for the iron and steel industry. Secondly,capital operation and the strategy research in our country is still in starting stage,The capital operation and the management strategy study about the middle-mini sized iron and steel enterprise is especially fewer.
The logical train of thought of this article is:firstly the basic concept of Capital Operation and Operation Strategy is discussed in this article. The influence of Capital Operation on Operation Strategy is discussed theoretically. The scope of this article is showed clearly by this discussion. Then the Capital Operation station and effect of Xinyang Iron & Steel Co. Ltd. are put out and analyzed. It draws the conclusion of the advantage,the inferior position,the environment of competition and the competitive power of Xinyang Iron & Steel Co. Ltd.. And it put forward the strategy of Capital Operation and the choice of Operation Strategy Xinyang Iron & Steel Co. Ltd. should adopt. At last the merger and consolidation of Xinyang Iron & Steel Co. Ltd. are discussed.
This article consists of five parts. The first is a summary of enterprise Strategy. The main point of view of Operation Strategy is discussed in this article and the strategic concept and classification is led out. The part includes the trade competition analysis,competition strategy,competition advantage as well as product and market analysis.
The second part:how to carry into execution of Operation Strategy by Capital Operation is discussed in this part. The concept,destination and content of Capital Operation is led out briefly in this part. And the economic causation of Capital Operation is analyzed mainly. The influence of Capital Operation on company's competitive power,basic Operation Strategy and life cycle are also discussed.
The third part:the station and the environment of competition is discussed in this part. The station of Capital Operation and Operation Strategy of XinYang Iron & Steel Co. Ltd after its merger is introduced. There is a canonical example of Capital Operation and Operation Strategy. At first,XinYang Iron & Steel Co. Ltd was at the verge of bankruptcy,and then it realized profit through Capital Operation and Operation Strategy. The advantage,inferior position and the environment of competition of XinYang Iron & Steel Co. Ltd. are analyzed by the theory of Operation strategy.
The forth partxountermeasures of the Capital Operation and Operation Strategy of XinYang Iron & Steel Co. Ltd is discussed in this part. Basing on the preceding part,the paper puts forward the diversification strategy and low-cost strategy of XinYang Iron & Steel Co. Ltd .,how to boost up the output of iron and steel,develop supplementary
引文
[1] 刘冀生编著．企业经营战略．清华大学出版社．1995
[2] 迈克尔．E·波特．竞争战略——分析行业和竞争者的艺术．生活·读书·新知三联书店．1988
[3] 胡建绩．陆雄文等著．企业经营战略管理．复旦大学出版社．1995年12月．
[4] 陈志宏．企业战略联盟的前提条件．运作形式和运营策略．世界经济研究．2002．(4)．
[5] 李相银．企业战略管理模型：战略——文化——结构．中国工业经济．2002．(7)
[6] 黄嵩．何小峰．关于资产运营的一般模式建构．学术研究 2002．(2)
[7] 黄立军．郑艳萍．论企业购并中的文化整合．江汉论坛。2002．(1)
[8] 宋亦平．范阳．浅析企业竞争优势的变迁．外国经济与管理．2001．(9)
[9] 国务院学位办编著．同等学力人员申请硕士学位管理科学与工程学科综合水平全国统一考试大纲及指南．高等教育出版社．1998年12月
[10] 王伦强．华谦生著．低成本扩张——中国中小企业资本运营论．四川大学出版社．1998年11月．
[11] 齐艳秋．王春．论购并后整合战略．外国经济与管理．2001．(9)
[12] 龚奇峰．从多元化到成本领先：基本战略演进的逻辑．经济研究．2001 (5)
[13] 贺小刚．论业务退出与企业可持续成长．外国经济与管理．2001 (9)
[14] 李海舰．聂辉华．企业的竞争优势来源及其战略选择．中国工业经济．2002．(9)
[15] 张若生．广钢资本运营战略管理的探讨．中国冶金．2002，(5)
[16] 张代重．国有资本营运．清华大学出版社．1998
[17] 王彩云．张金泉．资本运营：国有企业改革的契机．社科纵横．1999．(2)
[18] 向涛．论战略联盟的学习机制．外国经济与管理．2001．(9)
[19] 冯子标．焦斌龙．经济体制、企业家效用与企业家人力资本定价制度变迁．经济研究．2001，(1)
[20] 吴应宇．赵震翔．企业可持续竞争优势衡量方法研究综述．外国经济管理．2001．(9)
[21] 白玉．向平．企业多角化经营与核心竞争力培植．江汉论坛．2002 (1)
[22] 张晖明．邓霆．规模经济的理论思考．复旦学报．2002．(1)
[23] 孔令锋．论大力资本投资的风险．当代经济学．2002．(2)
[24] 经济管理．2001．(1)∽2002．(9)
[25] 黄群慧．核心能力理论的历史走向．企业改革与管理．2001．(4)
[26] 金吾伦．复杂性组织管理的涵义、特点和形式．管理科学，2001．(12)
[27] 董军．非零和博奕与战略联盟．管理科学．2001．(2)
[28] Philip Kotler & Garg Armstrong Priciple Of Marketing. Prentice-Hall International, Inc.
[29] Fred R David. Strategic Management (Fourth Edition). Macmillan Publishing Compang. 1993.
[30] Myers. Bruce T. Merger Integration [J]. Chain Store Age. 1998
[2] 迈克尔．E·波特．竞争战略——分析行业和竞争者的艺术．生活·读书·新知三联书店．1988
[3] 胡建绩．陆雄文等著．企业经营战略管理．复旦大学出版社．1995年12月．
[4] 陈志宏．企业战略联盟的前提条件．运作形式和运营策略．世界经济研究．2002．(4)．
[5] 李相银．企业战略管理模型：战略——文化——结构．中国工业经济．2002．(7)
[6] 黄嵩．何小峰．关于资产运营的一般模式建构．学术研究 2002．(2)
[7] 黄立军．郑艳萍．论企业购并中的文化整合．江汉论坛。2002．(1)
[8] 宋亦平．范阳．浅析企业竞争优势的变迁．外国经济与管理．2001．(9)
[9] 国务院学位办编著．同等学力人员申请硕士学位管理科学与工程学科综合水平全国统一考试大纲及指南．高等教育出版社．1998年12月
[10] 王伦强．华谦生著．低成本扩张——中国中小企业资本运营论．四川大学出版社．1998年11月．
[11] 齐艳秋．王春．论购并后整合战略．外国经济与管理．2001．(9)
[12] 龚奇峰．从多元化到成本领先：基本战略演进的逻辑．经济研究．2001 (5)
[13] 贺小刚．论业务退出与企业可持续成长．外国经济与管理．2001 (9)
[14] 李海舰．聂辉华．企业的竞争优势来源及其战略选择．中国工业经济．2002．(9)
[15] 张若生．广钢资本运营战略管理的探讨．中国冶金．2002，(5)
[16] 张代重．国有资本营运．清华大学出版社．1998
[17] 王彩云．张金泉．资本运营：国有企业改革的契机．社科纵横．1999．(2)
[18] 向涛．论战略联盟的学习机制．外国经济与管理．2001．(9)
[19] 冯子标．焦斌龙．经济体制、企业家效用与企业家人力资本定价制度变迁．经济研究．2001，(1)
[20] 吴应宇．赵震翔．企业可持续竞争优势衡量方法研究综述．外国经济管理．2001．(9)
[21] 白玉．向平．企业多角化经营与核心竞争力培植．江汉论坛．2002 (1)
[22] 张晖明．邓霆．规模经济的理论思考．复旦学报．2002．(1)
[23] 孔令锋．论大力资本投资的风险．当代经济学．2002．(2)
[24] 经济管理．2001．(1)∽2002．(9)
[25] 黄群慧．核心能力理论的历史走向．企业改革与管理．2001．(4)
[26] 金吾伦．复杂性组织管理的涵义、特点和形式．管理科学，2001．(12)
[27] 董军．非零和博奕与战略联盟．管理科学．2001．(2)
[28] Philip Kotler & Garg Armstrong Priciple Of Marketing. Prentice-Hall International, Inc.
[29] Fred R David. Strategic Management (Fourth Edition). Macmillan Publishing Compang. 1993.
[30] Myers. Bruce T. Merger Integration [J]. Chain Store Age. 1998