北京振冲工程股份有限公司发展战略研究
|
摘要
我国国民经济在“十五”期间，将继续实施积极的财政政策，扩大对基本建设的投入，建筑业的需求日益旺盛。同时，随着中国加入WTO和市场经济体制的发展完善，建筑业市场的竞争日趋激烈。在这种大环境下，北京振冲工程股份有限公司必须研究企业的发展战略，指明公司的发展方向，整合各种资源，以期获得竞争优势，保证公司的长期稳定发展。
本文首先分析公司的外部环境，着重分析了行业竞争环境，研究外部环境的机会与威胁；分析公司内部的资源和能力，找出公司的核心业务能力，进行了历史比较分析和行业比较分析，明确了公司内部环境的优势与劣势。然后用SWOT分析法，得出公司发展战略的可行方案。
在对可行方案的分析与选择过程中，根据市场的需求、企业的现状和研究发展战略的指导思想，确定振冲公司应选择以管理创新、技术创新为主的相关多元化发展战略，并对公司战略发展的核心业务领域进行收益和风险分析。
在综合分析的基础上，制定了公司总体发展战略，并在总体战略指导下，对业务竞争战略进行了研究和定位，确定公司在业务经营领域实施市场开发战略和成本领先战略。
最后，阐明了发展战略实施的原则和步骤，并对相关的职能战略进行规划，确保公司总体发展战略和竞争战略的顺利实施，使发展战略成为完整的体系。
本文在深入的调查、分析、研究的基础上，科学地得出结论，认为振冲公司未来五年应该实施以管理创新、技术创新为主导的相关多元化发展战略，加强公司资本运作能力，加快上市融资步伐，全面提高管理能力，提升人力资源管理水平，扩大生产规模，保证公司主营业务收入的大幅度增长，加大科技投入，以技术领先增强公司在行业内竞争优势，形成技术多元化、技术产业化，打造核心竞争力，保证公司高速和可持续发展。
During the period of the fifteenth five-years plan, China will continue its positive fiscal policy and the demand for construction industry turns greater. Meanwhile, with the entrance of WTO and the market economy reform, the competition in the construction market becomes more and more fierce. Under the specific circumstance, Beijing Vibroflotation Engineering Co.,LTD must study the development strategy, adjust all kinds of resources in order to gain competitive advantages to guarantee the steady and long-term development.
The paper puts the emphasis on the outside competitive opportunities and threats and the inside resources and capacities analysis through historical and industrial comparison methods to find the advantages and disadvantages of the company. Then by using SWOT, the paper gets the visible development scheme for the company.
In the process of benefits and risks of core business areas analysis and choosing of the visible schemes, the paper holds that BeiJing Vibroflotation Engineering Co.,LTD should adopt multi-strategy and depend on management and technology innovation.
On the basis of comprehensive analysis, the paper points out the whole development strategy. Guided by the strategy, the paper puts forward the market development and low cost as competitive strategies in the business operation.
Finally, the paper illustrates the principles and procedures of the strategy execution in order to guarantee the success of the whole development and competitive strategy.
The paper draws the conclusion that should BeiJing Vibroflotation Engineering Co.,LTD adopt management and technology innovation-oriented multi-strategy through deep investigation,analysis and study in the future five years. By strengthening capital operation ability, improving all-round management capacity and human resources management, enlarging operation scales, the company can fulfill the increase of the main business incomes and maintain the competitive advantages and core competitive power to guarantee the fast and sustainable development.
本文首先分析公司的外部环境，着重分析了行业竞争环境，研究外部环境的机会与威胁；分析公司内部的资源和能力，找出公司的核心业务能力，进行了历史比较分析和行业比较分析，明确了公司内部环境的优势与劣势。然后用SWOT分析法，得出公司发展战略的可行方案。
在对可行方案的分析与选择过程中，根据市场的需求、企业的现状和研究发展战略的指导思想，确定振冲公司应选择以管理创新、技术创新为主的相关多元化发展战略，并对公司战略发展的核心业务领域进行收益和风险分析。
在综合分析的基础上，制定了公司总体发展战略，并在总体战略指导下，对业务竞争战略进行了研究和定位，确定公司在业务经营领域实施市场开发战略和成本领先战略。
最后，阐明了发展战略实施的原则和步骤，并对相关的职能战略进行规划，确保公司总体发展战略和竞争战略的顺利实施，使发展战略成为完整的体系。
本文在深入的调查、分析、研究的基础上，科学地得出结论，认为振冲公司未来五年应该实施以管理创新、技术创新为主导的相关多元化发展战略，加强公司资本运作能力，加快上市融资步伐，全面提高管理能力，提升人力资源管理水平，扩大生产规模，保证公司主营业务收入的大幅度增长，加大科技投入，以技术领先增强公司在行业内竞争优势，形成技术多元化、技术产业化，打造核心竞争力，保证公司高速和可持续发展。
During the period of the fifteenth five-years plan, China will continue its positive fiscal policy and the demand for construction industry turns greater. Meanwhile, with the entrance of WTO and the market economy reform, the competition in the construction market becomes more and more fierce. Under the specific circumstance, Beijing Vibroflotation Engineering Co.,LTD must study the development strategy, adjust all kinds of resources in order to gain competitive advantages to guarantee the steady and long-term development.
The paper puts the emphasis on the outside competitive opportunities and threats and the inside resources and capacities analysis through historical and industrial comparison methods to find the advantages and disadvantages of the company. Then by using SWOT, the paper gets the visible development scheme for the company.
In the process of benefits and risks of core business areas analysis and choosing of the visible schemes, the paper holds that BeiJing Vibroflotation Engineering Co.,LTD should adopt multi-strategy and depend on management and technology innovation.
On the basis of comprehensive analysis, the paper points out the whole development strategy. Guided by the strategy, the paper puts forward the market development and low cost as competitive strategies in the business operation.
Finally, the paper illustrates the principles and procedures of the strategy execution in order to guarantee the success of the whole development and competitive strategy.
The paper draws the conclusion that should BeiJing Vibroflotation Engineering Co.,LTD adopt management and technology innovation-oriented multi-strategy through deep investigation,analysis and study in the future five years. By strengthening capital operation ability, improving all-round management capacity and human resources management, enlarging operation scales, the company can fulfill the increase of the main business incomes and maintain the competitive advantages and core competitive power to guarantee the fast and sustainable development.
引文
[1] 刘冀生．企业战略管理(第2版)．北京：清华大学出版社，2003：1-2．
[2] 董大海．战略管理．大连：大连理工大学出版社，2001：28-30．
[3] [英] Gerry Johnson，Kevan Scholes．金占明，贾秀梅译．公司战略教程．北京：华夏出版社，2003：5-7．
[4] [美] Evan M.Dudik．王德忠译．战略创新．北京：机械工业出版社，2003：26-27
[5] [美] 詹姆斯·C·柯林斯，杰里·I·波勒斯．真如译．基业长青．北京：中信出版社，2002：174-182
[6] Michael E．Porter．Competitive Strategy．New York：The Free Press，1980：45-61
[7] [美] Caryn Aspain，Ron Wishnoff．彭莉科译．战略远见．北京：机械工业出版社，2003：63-75
[8] [美] Larry Downes．闫正茂译．企业策略机器．北京：中信出版社，2003：88-95
[9] Alfred D．Chandler．Strategy and Structure．Cambridge：The MIT Press，1962：78-89
[10] [美]V．K．Narayanan．程源译．技术战略与创新．北京：电子工业出版社，2002：121-136
[11] 刘云．技术创新整合战略．成都：西南财经大学出版社，2002：93-106
[12] C. K. Prahalad, Gary Hamel. The Core Competence of the Corpation. Harvard Bussiness Review. 1990, May-June:71-91
[13] Douglas R. Emery, John D. Finnerty. Corporate Financial Management. Prentice Hall, Inc.,1997:99-108
[14] 吴贵生．技术创新管理．北京：清华大学出版社，2002：122-132
[15] Michael E. Porter. Competitive Advantage. New York:The Free Press, 1985:155-160
[16] [美] 詹姆斯．C．柯林斯．俞利军译．从优秀到卓越．北京：中信出版社，2002：38-49
[17] [美] 詹姆斯．钱匹．闫正茂译．企业X再造．北京：中信出版社，2002：89-101
[18] [美] 费雷德．R．戴维．李克宁译．战略管理．北京：经济科学出版社，1998：238-243
[19] Jeffrey Pfeffer. Competitive Advantage though People. Boston:Harvard Bussiness School ,1994:131-133
[20] 黎永泰，黎伟．企业管理的文化阶梯．成都：四川人民出版社，2003：249-255
[2] 董大海．战略管理．大连：大连理工大学出版社，2001：28-30．
[3] [英] Gerry Johnson，Kevan Scholes．金占明，贾秀梅译．公司战略教程．北京：华夏出版社，2003：5-7．
[4] [美] Evan M.Dudik．王德忠译．战略创新．北京：机械工业出版社，2003：26-27
[5] [美] 詹姆斯·C·柯林斯，杰里·I·波勒斯．真如译．基业长青．北京：中信出版社，2002：174-182
[6] Michael E．Porter．Competitive Strategy．New York：The Free Press，1980：45-61
[7] [美] Caryn Aspain，Ron Wishnoff．彭莉科译．战略远见．北京：机械工业出版社，2003：63-75
[8] [美] Larry Downes．闫正茂译．企业策略机器．北京：中信出版社，2003：88-95
[9] Alfred D．Chandler．Strategy and Structure．Cambridge：The MIT Press，1962：78-89
[10] [美]V．K．Narayanan．程源译．技术战略与创新．北京：电子工业出版社，2002：121-136
[11] 刘云．技术创新整合战略．成都：西南财经大学出版社，2002：93-106
[12] C. K. Prahalad, Gary Hamel. The Core Competence of the Corpation. Harvard Bussiness Review. 1990, May-June:71-91
[13] Douglas R. Emery, John D. Finnerty. Corporate Financial Management. Prentice Hall, Inc.,1997:99-108
[14] 吴贵生．技术创新管理．北京：清华大学出版社，2002：122-132
[15] Michael E. Porter. Competitive Advantage. New York:The Free Press, 1985:155-160
[16] [美] 詹姆斯．C．柯林斯．俞利军译．从优秀到卓越．北京：中信出版社，2002：38-49
[17] [美] 詹姆斯．钱匹．闫正茂译．企业X再造．北京：中信出版社，2002：89-101
[18] [美] 费雷德．R．戴维．李克宁译．战略管理．北京：经济科学出版社，1998：238-243
[19] Jeffrey Pfeffer. Competitive Advantage though People. Boston:Harvard Bussiness School ,1994:131-133
[20] 黎永泰，黎伟．企业管理的文化阶梯．成都：四川人民出版社，2003：249-255