重庆S公司发展战略研究
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摘要
光电产业是21世纪的主导产业,但同时也是一个高风险、高投入、高产出的国际化产业。光电产品要求有很高的安全性与可靠性,产品技术复杂,生产批量小,它要求企业有较高的创新能力、快速的市场响应能力、很强的质量控制能力。新产品开发周期长、投入大,但对推动我国的科技发展起着至关重要的作用。我国光电行业以中小企业为主,处于高速发展时期,竞争日趋激烈,因此,探讨重庆S公司的发展战略时不我待。
本文在描述战略管理相关理论知识的基础上,借助五力模型等战略分析工具,对重庆S公司所处的外部环境分析,S公司面临国家经济持续增长、国家西部大开发、光电器件国产化等有利条件,同时也面临着竞争加剧、经济全球化对管理体制和方式改变等环境威胁,同时,分析了国内外光电企业技术水平的差距,以及S公司四大专业产品的市场状况;然后,本文应用价值链、核心竞争力等方法剖析S公司的内部条件,S公司具有信誉好、品牌知名度较高、公司资源较好等优势,但也存在研发与创新能力不足、设备老化等弱势;其后,本文应用SWOT矩阵等战略分析方法,制定重庆S公司未来五年应采取增长型的发展战略和成本领先的竞争战略,并提出重庆S公司到2012年收入达8亿的战略目标。最后,从建设一流人才队伍、创新管理平台、奋力开拓市场、加大科研开发力度等层面提出保证战略实施的职能战略。
论文提出的发展战略以期能够进一步增强重庆S公司的竞争力,促进该公司的可持续发展和提高抗风险能力,适应国际化市场的要求。
The optoelectonic industry is magisterial industry in 21 century, as well as an internationalization industry with high risk and high investment and also high output., which require the high safety and reliability of the products. The productions have characteristics of complicated technology and small batch and thus are in urgent demand of the higher innovation and quicker response towards market and stronger quality-control capacity. Though with longer period of time and larger investment for new products' developing , it is still crucial to promote the development of technology in China. Nowadays small & medium-sized enterprises plays an important role in the optoelectonic industry, which is in high-speed development and faces fierce competition. Accordingly, the chance that we should discuss the developing strategies of Chongqing S Company will not wait.
The paper summarizes the research theoretical basis of enterprise's developing strategy by the analytic strategic methods , Five-power model for instance, to analyzes its exterior environments. At present, S company is confronting with new opportunities and challenges. There exist such advantages as:the consistent growth of China's economy, the strategy of developing the West, and the domestic-oriented manufacture of optoelectonic component-devices in China , While there are also such threats as the fierce competition, the change of management style and methods caused by economic globalization. Moreover, the paper analyzes technology differences between domestic optoelectonic enterprises and foreign ones and market condition of S company's four main products. And then, The paper apply methods of value-chain and core competencies to analyze its interior environment. The paper holds the view that the Company possesses such advantages as high market credit, well-established brand and the strong supports from its partners, as well as the disadvantages of lack in the ability of research and development and creativity, and outdated equipments and so on. Thereafter, by the usage of such analytic strategic methods as SWOT, the paper believes that the S Company should adopt increasingly developing strategy and cost-leading strategy in following five years, and put forward the strategic goal that Chongqing S Company should reach the annual income of 8 hundred million RMB at end of 2012. Finally, it works out the functional strategies to guarantee the implementation of the strategy via establishing a top-raking personnel team, creating innovation platform, exploiting new markets and promoting scale development of products and management motivated by science and technology.
Developing strategy that the paper has advanced is in the hope of further boosting up S company's competencies, promoting sustainable developing strategy and improving the resistance to risks to adapt to international market.
本文在描述战略管理相关理论知识的基础上,借助五力模型等战略分析工具,对重庆S公司所处的外部环境分析,S公司面临国家经济持续增长、国家西部大开发、光电器件国产化等有利条件,同时也面临着竞争加剧、经济全球化对管理体制和方式改变等环境威胁,同时,分析了国内外光电企业技术水平的差距,以及S公司四大专业产品的市场状况;然后,本文应用价值链、核心竞争力等方法剖析S公司的内部条件,S公司具有信誉好、品牌知名度较高、公司资源较好等优势,但也存在研发与创新能力不足、设备老化等弱势;其后,本文应用SWOT矩阵等战略分析方法,制定重庆S公司未来五年应采取增长型的发展战略和成本领先的竞争战略,并提出重庆S公司到2012年收入达8亿的战略目标。最后,从建设一流人才队伍、创新管理平台、奋力开拓市场、加大科研开发力度等层面提出保证战略实施的职能战略。
论文提出的发展战略以期能够进一步增强重庆S公司的竞争力,促进该公司的可持续发展和提高抗风险能力,适应国际化市场的要求。
The optoelectonic industry is magisterial industry in 21 century, as well as an internationalization industry with high risk and high investment and also high output., which require the high safety and reliability of the products. The productions have characteristics of complicated technology and small batch and thus are in urgent demand of the higher innovation and quicker response towards market and stronger quality-control capacity. Though with longer period of time and larger investment for new products' developing , it is still crucial to promote the development of technology in China. Nowadays small & medium-sized enterprises plays an important role in the optoelectonic industry, which is in high-speed development and faces fierce competition. Accordingly, the chance that we should discuss the developing strategies of Chongqing S Company will not wait.
The paper summarizes the research theoretical basis of enterprise's developing strategy by the analytic strategic methods , Five-power model for instance, to analyzes its exterior environments. At present, S company is confronting with new opportunities and challenges. There exist such advantages as:the consistent growth of China's economy, the strategy of developing the West, and the domestic-oriented manufacture of optoelectonic component-devices in China , While there are also such threats as the fierce competition, the change of management style and methods caused by economic globalization. Moreover, the paper analyzes technology differences between domestic optoelectonic enterprises and foreign ones and market condition of S company's four main products. And then, The paper apply methods of value-chain and core competencies to analyze its interior environment. The paper holds the view that the Company possesses such advantages as high market credit, well-established brand and the strong supports from its partners, as well as the disadvantages of lack in the ability of research and development and creativity, and outdated equipments and so on. Thereafter, by the usage of such analytic strategic methods as SWOT, the paper believes that the S Company should adopt increasingly developing strategy and cost-leading strategy in following five years, and put forward the strategic goal that Chongqing S Company should reach the annual income of 8 hundred million RMB at end of 2012. Finally, it works out the functional strategies to guarantee the implementation of the strategy via establishing a top-raking personnel team, creating innovation platform, exploiting new markets and promoting scale development of products and management motivated by science and technology.
Developing strategy that the paper has advanced is in the hope of further boosting up S company's competencies, promoting sustainable developing strategy and improving the resistance to risks to adapt to international market.
引文
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[2]杨国和.战略为王.第一版,北京:中华工商联合出版社,2007.1.
[3]余文米.战略决定成败.第一版.北京:蓝天出版社,2005.1.
[4]严正.中国企业蓝海战略.第一版.杭州:浙江人民出版社,2006.10.
[5]王志纲.策划旋风.第一版.北京:人民出版社,2007.4.
[6]夏伯尧.做强做大做久.第一版.北京:东方出版社,2005.9.
[7]刘思维.商势.第一版.北京:中国长安出版社,2006.4.
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[17]周阳敏.战略预警,战略危机,预防对策.环球市场信息导报,2003.4.
[18]周长辉.竞合时代:博弈与企业战略.北京:北京商业评论,2005.9.
[19]上海市光电子行业协会.上海光电子产业发展.上海:光电产业资讯,2006.11.
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[33]中国电子报.电子基础材料和关键元器件“十一五”专项规划.信息产业部,2008.1.
[34]中国电子报.做强电子装备产业,做好信息产业支撑.信息产业部,2008.1.
[35]中国电子报.贯彻落实“十一五”规划,加快发展基础元器件.信息产业部,2008.1.
[2]杨国和.战略为王.第一版,北京:中华工商联合出版社,2007.1.
[3]余文米.战略决定成败.第一版.北京:蓝天出版社,2005.1.
[4]严正.中国企业蓝海战略.第一版.杭州:浙江人民出版社,2006.10.
[5]王志纲.策划旋风.第一版.北京:人民出版社,2007.4.
[6]夏伯尧.做强做大做久.第一版.北京:东方出版社,2005.9.
[7]刘思维.商势.第一版.北京:中国长安出版社,2006.4.
[8]成志明.成长的真谛.第一版.北京:机械工业出版社,2006.9.
[9]杨艳.关于企业成长性评估的理论方法与实证应用研究[内蒙古工业大学硕士学位论文].内蒙古工业大学.2004.5.
[10]胡佳.构筑企业核心竞争力的动态战略.管理科学文摘,2005.8.
[11]郑明亮,王凤彬.公司治理结构改革研究.管理世界,2002.3.
[12]赵林度.电子商务理论与实务.第一版.北京:人民邮电出版社,2001.8.
[13]傅雷,袁建财.百年老店之死.第一版.北京:中国经济出版社,2007.1.
[14]戴维W·克雷文斯,奈杰尔F·皮尔西.韦福祥等译.战略营销.第一版.北京:机械工业出版社,2006.1.
[15]颜建军,胡泳.海尔中国造.第一版.海口:海南出版社,2001.2.
[16]唐清.GF股份公司发展战略研究[西南财经大学硕士学位论文].西南财经大学,2004.5.
[17]周阳敏.战略预警,战略危机,预防对策.环球市场信息导报,2003.4.
[18]周长辉.竞合时代:博弈与企业战略.北京:北京商业评论,2005.9.
[19]上海市光电子行业协会.上海光电子产业发展.上海:光电产业资讯,2006.11.
[20]Dicken P.,Global Shift:The Internationalization of Economic Activity,thirdedition,Paul Chapman Publishing Lit,1998.
[21]Hagen,J.M.,Choe,S.Trust in Japanese interfirm relations:Institutional SanctionsMatter.The Academy of Management Review,1998.
[22]Hayter R.,The Dynamics of Industrial Location:The Factory,the Firm and the Production System,England.John Wiley&Sons Ltd,1997.
[23]Hooley,Richard,Comments on Tuan and Ng:"Manufacturing agglomeration asincentives to Asian FDI in China after WTO",Journal of Asian Economics Volume:15,Lssue:4,August,2004.
[24]Nee Victor,Norms and Networks in the Economic and Organizational Performance.American Economic Review,1998.
[25]Nelson R.,National Innovation Systems:A Comparative Analysis.New York andOxford:Oxford University Press,2004.
[26]Ohmae K.,1995:The End of the Nation State:The Rise of Regional Economics.New York:The Free Press,1998.
[27]Pounder.R&.John,Hot Spots and Blind Spots:Geographical clusters of firms andinnovation.The Academy of Management Review,Volume 21,2004.
[28]Quah,Danny T.,Internet Cluster Emergence,European Economic Review Volume:44,Issue:4-6,May,2000.
[29]Roger E.Ivamlin and Thomas S.Lyons,Financing Small Business in America:DebtCapital in a Global Economy,Westport,Conn:Praeger,2003.
[30]Stan Rape,Chuck Martin,Max-e-marketing in the net Future:Severn Imperativesfor Outsmarting the Competition in the net Economy,New York:McGrdw-Hill,2001.
[31]中国电子报.专家讨论中国光电子产业发展五大话题,2005.12.
[32]中国电子报.中国光电产业高层论坛——中国光电行业高端峰会(总裁论坛),深圳:2007.12.
[33]中国电子报.电子基础材料和关键元器件“十一五”专项规划.信息产业部,2008.1.
[34]中国电子报.做强电子装备产业,做好信息产业支撑.信息产业部,2008.1.
[35]中国电子报.贯彻落实“十一五”规划,加快发展基础元器件.信息产业部,2008.1.