赛维公司发展战略研究
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摘要
赛维公司是一家非标设备制造企业,公司成立于2002年初,市场切入点即是非标设备的研发、制造与销售,公司经过六年的不断壮大与发展,目前已经具备了一定的规模,尤其是在柔性制造系统(FMS)领域,赛维公司具备了相当的实力。我们在肯定已经取得的成绩同时,更加感觉到公司的生存与发展现在又将面临着一个新的转折点,公司已经转入了依靠核心竞争力面向市场的快速发展时期,如何做好已有业务,如何为公司找到新的利润增长点,这些都是值得我们思考的问题。
为了使赛维公司沿着正确合理的方向发展,我们首先对自身进行分析,找到不足之处,同时对所处的宏观经济环境和行业环境加以分析,然后结合实际情况制定出了公司未来五年的发展战略,其中包含发展指导思想、战略定位和战略描述等内容,更深层次的研究了公司核心竞争力该如何保持并加强,在此基础上我们制定了未来五年的发展目标,并制定出相应的技术发展战略、产品发展战略和资源整合战略。最后,我们根据公司的实际情况,结合未来的发展战略,提出了很多战略实施的保障措施,主要包括研发与生产环节、人力资源管理、公司行政管理和售后服务等方面,相信这些保障措施的提出能够保证发展战略的顺利实施,能够使赛维公司发展之路更加广阔和平坦。
Saiwei is a high-tech manufacturing enterprises of non-standardized equipment based on the research and development, manufacture and sale founded in early 2002.After six years of the company go from strength to strength and development, currently has a total of 186 employees, the total number of 6,700 million yuan in fixed assets. With the advances in science and technology, machinery processing and manufacturing equipment for the production of the requested increase, a single machine with a fixed mode of production lines has been difficult to keep up with the pace of development of modern manufacturing. Against this backdrop, there have been a number of specialized equipment needed to provide for the manufacturing enterprise, which features products to the needs of users for the guidelines, there is no fixed standard, and with considerable flexibility. We have been in the industry known as non-standard equipment manufacturing, Saiwei's just such a non-standard equipment manufacturing enterprises, the main product is a flexible manufacturing systems (FMS).
Saiwei companies now have a certain scale and began to rely on core competencies into market-oriented rapid development period. At this critical time, in order to do business there, to find new profit growth point, so that's a reasonable right direction, needs three to five years to establish a clear and realistic development objectives; suitable for the development of the company's Development strategies, including research and development strategy, marketing strategy and innovation plans to improve the management system and human resources management system. Based on Saiwei's business situation and development environment, in the full analysis of the external environment and internal business conditions, we identified Saiwei's development strategy and guiding principle, the core competitiveness of enterprises, development goals and priorities.
First of all, through analysis of Saiwei's external environment and internal resources with SWOT analysis, we have comprehensive assessment of the external environment for opportunities and threats, internal strengths and weaknesses. The company's strengths lies: with advanced electronics and computer application technology development capabilities; have advanced manufacturing equipment and advanced manufacturing technology; in the automotive industry and related areas has some advantages; be able to provide users with a high degree of personalized service. The company’s weaknesses lies: the weak capacity of technical innovation, technological progress has been restricted; market coverage is not enough, the company's influence is not strong enough; lack of human resources; quality management and information technology companies with a lower level; cost control system and not a means of Rigorous; no long-term strategic partnership. Business opportunities faced by the domestic non-standard equipment, a huge market demand, particularly in the local automotive industry will be expanded to more rapid development of non-standard equipment, at the same time Saiwei is advanced foreign companies to discuss matters of joint venture. At present, enterprises are facing a threat mainly to the automobile industry by the financial crisis, which will affect our main income, and domestic and foreign threats to our competitors.
Based on the above analysis, worked out over the next five years, Saiwei's overall development strategy are: commitment to make a big, strong non-standard equipment manufacturing industry, while maintaining the original steady business development, broaden the coverage of the business, not limited to Automotive industry; expand service areas, not limited to the period in Jilin Province. At the same time, but also maintain and carry forward the "highly personalized" services, make it a peer to win a powerful weapon. Cross into various fields, to provide a high degree of personalized service of high-tech enterprises. We build our own core competitiveness by two ways from within and outside. On this basis, the development of the next five years for development goals: to the domestic market-oriented and designed to actively explore the international market and lower operating costs, in order to implement the flexible manufacturing system at the core of the business-development strategy to focus. Production value and profit in the first province, north-east in the first three, the top 10 nationwide. Need to focus on developing technology and products include: further understand the basis of flexible manufacturing systems technology, the formation of independent development of flexible manufacturing cells, flexible manufacturing systems; to learn and master the robot on the basis of technical and engineering applications, further development of the intelligent robot application ; Research and development based on field bus technology, a new, energy-saving electrical transmission automatic control technology; speed up the development of laser marking machines, vibrating screen, the pace of two-dimensional code readers; there are plans to make the hot-plate welding machine and the balance of the stent production line And scale. Resources, there are three main plans: 3,000,000 yuan of investment to build a complete line of a vehicle collision test; 2,000,000 yuan of investment, the establishment of Electrical and optical FBI laboratory; investment in high-end equipment, the purchase of coordinate measuring machines, 5-axis machining Center and other large equipment.
Finally, according to Saiwei's actual situation, combined with the future development strategy, R & D and production, human resources management, management of the company and after-sales service and so on, put forward a strategy to implement the safeguards and recommendations, I believe that these measures and recommendations The proposed development strategy to ensure the smooth implementation of Saiwei’s able to make development more broad and flat.
为了使赛维公司沿着正确合理的方向发展,我们首先对自身进行分析,找到不足之处,同时对所处的宏观经济环境和行业环境加以分析,然后结合实际情况制定出了公司未来五年的发展战略,其中包含发展指导思想、战略定位和战略描述等内容,更深层次的研究了公司核心竞争力该如何保持并加强,在此基础上我们制定了未来五年的发展目标,并制定出相应的技术发展战略、产品发展战略和资源整合战略。最后,我们根据公司的实际情况,结合未来的发展战略,提出了很多战略实施的保障措施,主要包括研发与生产环节、人力资源管理、公司行政管理和售后服务等方面,相信这些保障措施的提出能够保证发展战略的顺利实施,能够使赛维公司发展之路更加广阔和平坦。
Saiwei is a high-tech manufacturing enterprises of non-standardized equipment based on the research and development, manufacture and sale founded in early 2002.After six years of the company go from strength to strength and development, currently has a total of 186 employees, the total number of 6,700 million yuan in fixed assets. With the advances in science and technology, machinery processing and manufacturing equipment for the production of the requested increase, a single machine with a fixed mode of production lines has been difficult to keep up with the pace of development of modern manufacturing. Against this backdrop, there have been a number of specialized equipment needed to provide for the manufacturing enterprise, which features products to the needs of users for the guidelines, there is no fixed standard, and with considerable flexibility. We have been in the industry known as non-standard equipment manufacturing, Saiwei's just such a non-standard equipment manufacturing enterprises, the main product is a flexible manufacturing systems (FMS).
Saiwei companies now have a certain scale and began to rely on core competencies into market-oriented rapid development period. At this critical time, in order to do business there, to find new profit growth point, so that's a reasonable right direction, needs three to five years to establish a clear and realistic development objectives; suitable for the development of the company's Development strategies, including research and development strategy, marketing strategy and innovation plans to improve the management system and human resources management system. Based on Saiwei's business situation and development environment, in the full analysis of the external environment and internal business conditions, we identified Saiwei's development strategy and guiding principle, the core competitiveness of enterprises, development goals and priorities.
First of all, through analysis of Saiwei's external environment and internal resources with SWOT analysis, we have comprehensive assessment of the external environment for opportunities and threats, internal strengths and weaknesses. The company's strengths lies: with advanced electronics and computer application technology development capabilities; have advanced manufacturing equipment and advanced manufacturing technology; in the automotive industry and related areas has some advantages; be able to provide users with a high degree of personalized service. The company’s weaknesses lies: the weak capacity of technical innovation, technological progress has been restricted; market coverage is not enough, the company's influence is not strong enough; lack of human resources; quality management and information technology companies with a lower level; cost control system and not a means of Rigorous; no long-term strategic partnership. Business opportunities faced by the domestic non-standard equipment, a huge market demand, particularly in the local automotive industry will be expanded to more rapid development of non-standard equipment, at the same time Saiwei is advanced foreign companies to discuss matters of joint venture. At present, enterprises are facing a threat mainly to the automobile industry by the financial crisis, which will affect our main income, and domestic and foreign threats to our competitors.
Based on the above analysis, worked out over the next five years, Saiwei's overall development strategy are: commitment to make a big, strong non-standard equipment manufacturing industry, while maintaining the original steady business development, broaden the coverage of the business, not limited to Automotive industry; expand service areas, not limited to the period in Jilin Province. At the same time, but also maintain and carry forward the "highly personalized" services, make it a peer to win a powerful weapon. Cross into various fields, to provide a high degree of personalized service of high-tech enterprises. We build our own core competitiveness by two ways from within and outside. On this basis, the development of the next five years for development goals: to the domestic market-oriented and designed to actively explore the international market and lower operating costs, in order to implement the flexible manufacturing system at the core of the business-development strategy to focus. Production value and profit in the first province, north-east in the first three, the top 10 nationwide. Need to focus on developing technology and products include: further understand the basis of flexible manufacturing systems technology, the formation of independent development of flexible manufacturing cells, flexible manufacturing systems; to learn and master the robot on the basis of technical and engineering applications, further development of the intelligent robot application ; Research and development based on field bus technology, a new, energy-saving electrical transmission automatic control technology; speed up the development of laser marking machines, vibrating screen, the pace of two-dimensional code readers; there are plans to make the hot-plate welding machine and the balance of the stent production line And scale. Resources, there are three main plans: 3,000,000 yuan of investment to build a complete line of a vehicle collision test; 2,000,000 yuan of investment, the establishment of Electrical and optical FBI laboratory; investment in high-end equipment, the purchase of coordinate measuring machines, 5-axis machining Center and other large equipment.
Finally, according to Saiwei's actual situation, combined with the future development strategy, R & D and production, human resources management, management of the company and after-sales service and so on, put forward a strategy to implement the safeguards and recommendations, I believe that these measures and recommendations The proposed development strategy to ensure the smooth implementation of Saiwei’s able to make development more broad and flat.
引文
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5迈克尔.波特著.竞争战略[M].陈小悦译.北京:华夏出版社,1997.
6魏颖辉,王景平.企业管理学[M].北京:北京航空航天大学出版社,2008.3
7宝贡敏.现代企业战略管理[M].郑州:河南人民出版社,2001.
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2王方华,吕巍.战略管理[M].北京:机械工业出版社,2004.
3陈忠卫,王晶晶.企业战略管理[M].北京:中国统计出版社,2003.
4唐纳德.索尔等.如何提升公司核心竞争力[M].包刚升编译.北京:企业管理出版社,2000.
5迈克尔.波特著.竞争战略[M].陈小悦译.北京:华夏出版社,1997.
6魏颖辉,王景平.企业管理学[M].北京:北京航空航天大学出版社,2008.3
7宝贡敏.现代企业战略管理[M].郑州:河南人民出版社,2001.
[1] W.Chan Kim , Renee Mauborgne.Strategy , Value Innovation , and the Knowledge Economy[M].Sloan Management Review,Spring 1999.
[2] Tamela D.Ferguson,David L.Deephouse,William L.Ferguson.Do strategic Groups D iffer in Reputation[J].Strategic Management Journal ,2000(21):1195-1214
[3] Clayton M.Christensen.The Ppast and Future of Competitive advantage[M].Sloan Management Review,Winter 2001.
[4] Edwin Richard Rigsbee, Developing Strategic Alliances (Crisp Professional Series) [J].Crisp Learning, 2000(1)
[5] Harvard Business Review on Strategic Alliances[M]. Harvard Business School Press, 2002.2
[6] Geringer J M, Selection of Partners for International Joint Venture[M] Business Quarterly,1998.
[7] Ying-Feng Kuo.Integrating KANO’S Model into Web—community Service Quality[J].T0tal Quality Management&Business Excellence,2004,15(7).
[8] Nolan,Thomas,Bisognano,Maureen. Finding the balance between quality and cost[J].Healthcare Financial Management. 2006,60(4).
[9] Fred David. Strategic Management: Concepts and Cases[M].Prentice Hall, 2001.
[10]管鸿禧.我国中小企业竞争力研究[M].北京:中国经济出版社,2007.5
[11]申荣华.浅议机械产品质量与国际竞争[J].机械设计与制造,2004(6)
[12]王方华,吕巍.战略管理[M].北京:机械工业出版社,2004.
[13]武亚军.90年代企业战略管理理论的发展与研究趋势[J].南开管理评论,1999(2).
[14]王毅,陈劲,许庆瑞.企业核心能力:理论溯源与逻辑结构剖析[J].管理科学学报2000(9).
[15]吴吴,陈良猷.水平差异化产品的市场竞争战略分析[J].北京航空航天大学学报(社会科学版),2002(3).
[16]宝贡敏.以知识为基础的竞争战略[J].南开管理评论,2001(2).
[17]李雪欣.竞争战略是企业制胜的利器[J].辽宁大学学报,1996(6).
[18]王新玲.品牌竞争离不开产品质量[J].中国质量与品牌,2005(10).
[19]宋云,陈超.企业战略管理[M].北京:首都经济贸易大学出版社,2000.
[20]迈克尔.波特著.竞争战略[M].陈小悦译.北京:华夏出版社,1997.
[21]泰勒尔.产业组织理论[M].张维迎等译.北京:中国人民大学出版社,1997.
[22]陈忠卫,王晶晶.企业战略管理[M].北京:中国统计出版社,2003.
[23]负晓哲.战略联盟理论与实践[M].北京:经济科学出版社,2006.6
[24]刘冀生.企业经营战略[M].北京:清华大学出版社,1995.
[25]项保华.战略管理:艺术与实务[M].北京:华夏出版社,2001.
[26]宝贡敏.现代企业战略管理[M].郑州:河南人民出版社,2001.
[27]童臻衡.企业战略管理[M].广州:中山大学出版社,1996.
[28]尼古莱.福斯,克里斯第安.克努森.企业万能:面向企业能力理论[M].大连:东北财经大学出版,1998.
[29]亨利.明茨伯格,布鲁斯.阿尔斯特兰德,约瑟夫.兰佩尔.战略历程:纵览战略管理学派[M].北京:机械工业出版社,2001.
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