上海PRET公司发展战略研究
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摘要
随着经济的日益全球化和我国经济的发展,改性塑料行业蓬勃发展,国内外厂家的竞争也日益激烈,本文选取行业内的一家上市公司上海PRET公司作为研究对象,旨在通过对上海PRET公司外部环境和内部条件的分析,制定企业发展战略,以提高企业经营决策的有效性,从而在激烈的市场竞争中站稳脚跟。
本文采取PEST和波特五力模型分析法,按照从宏观到微观,从定性到定量的层层推进的研究思路,对公司的外部环境和内部条件进行了详细的分析,以此为基础,形成了内部因素(IFE)评价矩阵和外部因素(EFE)评价矩阵。并由此出发对公司进行了SWOT分析。本文利用定性分析的方法和IFE与EFE的结果确定了公司应采取的总体发展战略为市场产品战略为主,并购战略为辅的进攻战略。并同时利用定性的方法和定量战略计划矩阵(QSPM)得出上海PRET公司应采取差异化的基本竞争战略。
结合企业实际,本文从组织结构,营销,研发,管理,生产等几个方面进行了战略实施过程和保障的探讨。
As the globalization of economics and the improvement of socialism market economy, the modified plastic industry is growing very fast and the competition becomes more and more keen. We choose a public company in this area as research object. We aim to make development strategy based on the analysis of external environment and internal conditions of shanghai PRET Company.
Using PEST and Five Forces model analysis model, we research from macro to micro, from quality to quantity. We set shanghai PRET‘s overall development strategy based on SWOT analysis matrix which is based on IFE matrix and EFE matrix. We also make basic competitive strategy using QSPM tool.
Shanghai PRET Company should take growth strategy and differentiation strategy. This paper also analyzes detailed measures on how to implement the strategies, including optimizing organization, enlarging marketing development, expanding function of management department, intensify cost control and improving R&D ability.
本文采取PEST和波特五力模型分析法,按照从宏观到微观,从定性到定量的层层推进的研究思路,对公司的外部环境和内部条件进行了详细的分析,以此为基础,形成了内部因素(IFE)评价矩阵和外部因素(EFE)评价矩阵。并由此出发对公司进行了SWOT分析。本文利用定性分析的方法和IFE与EFE的结果确定了公司应采取的总体发展战略为市场产品战略为主,并购战略为辅的进攻战略。并同时利用定性的方法和定量战略计划矩阵(QSPM)得出上海PRET公司应采取差异化的基本竞争战略。
结合企业实际,本文从组织结构,营销,研发,管理,生产等几个方面进行了战略实施过程和保障的探讨。
As the globalization of economics and the improvement of socialism market economy, the modified plastic industry is growing very fast and the competition becomes more and more keen. We choose a public company in this area as research object. We aim to make development strategy based on the analysis of external environment and internal conditions of shanghai PRET Company.
Using PEST and Five Forces model analysis model, we research from macro to micro, from quality to quantity. We set shanghai PRET‘s overall development strategy based on SWOT analysis matrix which is based on IFE matrix and EFE matrix. We also make basic competitive strategy using QSPM tool.
Shanghai PRET Company should take growth strategy and differentiation strategy. This paper also analyzes detailed measures on how to implement the strategies, including optimizing organization, enlarging marketing development, expanding function of management department, intensify cost control and improving R&D ability.
引文
[1]上海PRET公司首次公开发行股票招股说明书
[2]改性塑料行业现状和发展前景,工程塑料网,www.epa1973.com,(注:网络文章)
[3] (美)弗雷德·R,大卫著,战略管理[M],清华大学出版社, 2008
[4]高亚楠,温龙飞,浅谈汽车材料的轻量化发展态势, [J],汽车工业研究,2007,(3),33-35
[5]刘英俊.改性塑料发展现状、前景和问题, [R ].中国塑料工业年鉴, 2007
[6]迈克尔.波特,竞争战略[M],华夏出舨社, 2005
[7]广州金发科技股份有限公司2009年年度报告
[8]项保华,李庆华.企业战略理论综述.经济学动态[J].2000, 79 (7):2-8
[9]上海PRET公司2010年年度报告
[10]王方华,市场营销学[M],上海人民出版社,2007
[11]陈继祥,战略管理[M],上海人民出版社,2008
[12] Roger Shroeder.Operations Management[M]. New York:Mcgraw Hill Book Co,1981
[13]谭微,探析企业营销中客户关系管理的有效实施, [J],经济技术协作信息,2010,(25),63
[14]王辉,浅析企业并购的必要性及应遵循的原则, [J],云南科技管理,2010,(4),11-13
[15]骆建文,采购与供应管理[M],机械工业出版社,2010
[16] Gordon Shaw, Robert Brown and Philip Bromiley, Creating Corporate Advantage”[J] Havrvard Business Review, 1998, 5-6
[17] Anders Drejer, Jens Ove Riis. Competence development and technology——How learning and technology can be meaningfully integrated [J] Technovation 1999
[18] Banerjee, P. Resource dependence and core competence: insights from Indian software firms [J].Technovation.2003, (23).
[19] George G. Dess and Alex Miller. Strategic Management, [M] McGraw-Hill, Inc, 1993
[20]杨杜.企业成长论[M],中国人民大学出版社,1995:98.
[21]菲利普.科特勒等著,俞利军译.市场营销导论[M]华夏出版社,2001.01
[22]王方华、顾峰.市场营销学[M]上海人民出版社,2003
[23]王德中.企业战略管理[M]西南财经大学出版社,2002
[24]项保华、李庆华.企业战略理论综述[J]经济学动态,2000,7
[25]胡鹏山.竞争战略与竞争优势[M]华夏出版社, 2002
[2]改性塑料行业现状和发展前景,工程塑料网,www.epa1973.com,(注:网络文章)
[3] (美)弗雷德·R,大卫著,战略管理[M],清华大学出版社, 2008
[4]高亚楠,温龙飞,浅谈汽车材料的轻量化发展态势, [J],汽车工业研究,2007,(3),33-35
[5]刘英俊.改性塑料发展现状、前景和问题, [R ].中国塑料工业年鉴, 2007
[6]迈克尔.波特,竞争战略[M],华夏出舨社, 2005
[7]广州金发科技股份有限公司2009年年度报告
[8]项保华,李庆华.企业战略理论综述.经济学动态[J].2000, 79 (7):2-8
[9]上海PRET公司2010年年度报告
[10]王方华,市场营销学[M],上海人民出版社,2007
[11]陈继祥,战略管理[M],上海人民出版社,2008
[12] Roger Shroeder.Operations Management[M]. New York:Mcgraw Hill Book Co,1981
[13]谭微,探析企业营销中客户关系管理的有效实施, [J],经济技术协作信息,2010,(25),63
[14]王辉,浅析企业并购的必要性及应遵循的原则, [J],云南科技管理,2010,(4),11-13
[15]骆建文,采购与供应管理[M],机械工业出版社,2010
[16] Gordon Shaw, Robert Brown and Philip Bromiley, Creating Corporate Advantage”[J] Havrvard Business Review, 1998, 5-6
[17] Anders Drejer, Jens Ove Riis. Competence development and technology——How learning and technology can be meaningfully integrated [J] Technovation 1999
[18] Banerjee, P. Resource dependence and core competence: insights from Indian software firms [J].Technovation.2003, (23).
[19] George G. Dess and Alex Miller. Strategic Management, [M] McGraw-Hill, Inc, 1993
[20]杨杜.企业成长论[M],中国人民大学出版社,1995:98.
[21]菲利普.科特勒等著,俞利军译.市场营销导论[M]华夏出版社,2001.01
[22]王方华、顾峰.市场营销学[M]上海人民出版社,2003
[23]王德中.企业战略管理[M]西南财经大学出版社,2002
[24]项保华、李庆华.企业战略理论综述[J]经济学动态,2000,7
[25]胡鹏山.竞争战略与竞争优势[M]华夏出版社, 2002