HF公司的战略管理实践和规划研究
摘要
HF公司是一家专业从事继电器研究、开发、生产和销售的高新技术企业。自创业以来，该公司一贯遵循“不断进取，永不满足”的企业精神，坚持“以质取胜”的经营方针，经过16年的奋力拼搏，该公司从濒临破产的小企业发展成为当今中国继电器行业最具影响力的企业。HF牌继电器以其可靠的质量保证、先进的技术手段和最佳的性能价格比成为广大用户的理想选择。2000年HF公司营业额超过3亿元，60％产品销往国际市场。面对日趋激烈的市场竞争，公司提出二次创业目标，即努力建成世界上最具竞争力的知名继电器制造厂。本文旨在通过SWOT分析，研究和制定HF公司二次创业的发展战略。
第一部分介绍HF公司的创业历程，突出介绍其市场开拓和产品技术、质量保证能力不断提升的基本历程以及销售收入、净资产、利税总额增长情况。
第二部分分析HF公司的战略实践和存在的问题。该部分从分析HF公司差异化集中的基本竞争战略的形成过程和制定依据开始，深入介绍差异化集中策略的主要内容，以及实行差异化集中战略的主要竞争策略：确立“以质取胜”的经营方针，并作为立厂之本；注重增强实力，以高起点的技术改造培育核心竞争力；培育具有自主知识产权的产品开发和创新能力；坚持以人为本的人力资源策略。在深入分析战略实践的基础上，提出存在的问题：公司产权结构不合理；产品结构不足以支撑公司的进一步发展，为开展未来的发展战略研究提供了依据。
第三部分在分析了中国加入WTO对HF公司等民族继电器产业的影响、外部环境、继电器行业的具体情况、公司内部资源情况的基础上，高度概括出HF公司的优势和劣势、机会和威胁，进而提出以提升档次、联合发展和争取上市
HF公司的战略管理实践和规划研究
为主要内容的三大发展战略思路及战略定位，并提出机制创新、管理创新、技
术创新和市场扩张等战略实施的主要措施。
HF company is a high-tech enterprise specializing in researching, developing,
manufacturing and selling relays. On its way from a small-sized company on the verge of bankruptcy to the most forceful company in relay industry in China HF company has spared no efforts during the past 16 years since its establishment, adhering to the company spirit of "Never rest on laurels, make more progress" as well as the business policy of "Win with fine quality". HF-brand relay becomes an ideal choice of wide-range users due to its reliable quality, advanced technology and competitive performance and price. The year of 2000 saw a sale revenue of more than RMB300 million and that 60% of its products were sold to overseas market. Now facing the more and more fierce competition the company sets a new goal of "Second-round Development", which means trying to become one of the famous relay manufacturers with strongest capability to compete in the world market. This paper aims to analyze and constitute the developing strategy for HP's second-round development through SWOT analysis.
The first part introduces the history of HF company, mainly focusing on the basic history of market exploitation, the continuous improvement of quality assurance capability and the increase of sales volume, net assets and gross profits.
The second part analyzes the strategic practices of HF company and the exiting problems. This part begins with the analysis of the forming process of the basic competitive strategy of HP's Differentiation-Focus and its components, then makes an in-depth introduction of the primary contents of the Differentiation-Focus Strategy and the main tactics of implementing this strategy. The tactics are: to
establish the business policy as "Win with fine quality" and even make it the essential of the existence of the company; to attach importance to buildup strength and foster core competitiveness with a high-starting-point technical innovation; to cultivate the ability of developing and innovating products with its own intellectual property and to sticks to the human resource tactic of "Take human being as the essential". Based on the in-depth analysis of the strategic practices the exiting problems are brought forward which include that the structure of property rights is unreasonable and the product structure is not able to support the further development of the company. However these problems provide gist for carrying out the study of the future developing strategy.
The third part first points out strengths and weaknesses, opportunities and threats of HF company based on the analysis of the effect brought to national relay industry like HF company by China's entering into WTO, the external environment, the detailed situation of this industry and the situation of the internal resources within the company, then advances the three developing strategies of "Upgrading the Company, Speeding Up the Expansion and Trying to Go Public" and also the strategy positioning, finally brings forward the main measures of implementing these strategies as innovation of the mechanism, the management and the technology and the expansion of markets.
第一部分介绍HF公司的创业历程，突出介绍其市场开拓和产品技术、质量保证能力不断提升的基本历程以及销售收入、净资产、利税总额增长情况。
第二部分分析HF公司的战略实践和存在的问题。该部分从分析HF公司差异化集中的基本竞争战略的形成过程和制定依据开始，深入介绍差异化集中策略的主要内容，以及实行差异化集中战略的主要竞争策略：确立“以质取胜”的经营方针，并作为立厂之本；注重增强实力，以高起点的技术改造培育核心竞争力；培育具有自主知识产权的产品开发和创新能力；坚持以人为本的人力资源策略。在深入分析战略实践的基础上，提出存在的问题：公司产权结构不合理；产品结构不足以支撑公司的进一步发展，为开展未来的发展战略研究提供了依据。
第三部分在分析了中国加入WTO对HF公司等民族继电器产业的影响、外部环境、继电器行业的具体情况、公司内部资源情况的基础上，高度概括出HF公司的优势和劣势、机会和威胁，进而提出以提升档次、联合发展和争取上市
HF公司的战略管理实践和规划研究
为主要内容的三大发展战略思路及战略定位，并提出机制创新、管理创新、技
术创新和市场扩张等战略实施的主要措施。
HF company is a high-tech enterprise specializing in researching, developing,
manufacturing and selling relays. On its way from a small-sized company on the verge of bankruptcy to the most forceful company in relay industry in China HF company has spared no efforts during the past 16 years since its establishment, adhering to the company spirit of "Never rest on laurels, make more progress" as well as the business policy of "Win with fine quality". HF-brand relay becomes an ideal choice of wide-range users due to its reliable quality, advanced technology and competitive performance and price. The year of 2000 saw a sale revenue of more than RMB300 million and that 60% of its products were sold to overseas market. Now facing the more and more fierce competition the company sets a new goal of "Second-round Development", which means trying to become one of the famous relay manufacturers with strongest capability to compete in the world market. This paper aims to analyze and constitute the developing strategy for HP's second-round development through SWOT analysis.
The first part introduces the history of HF company, mainly focusing on the basic history of market exploitation, the continuous improvement of quality assurance capability and the increase of sales volume, net assets and gross profits.
The second part analyzes the strategic practices of HF company and the exiting problems. This part begins with the analysis of the forming process of the basic competitive strategy of HP's Differentiation-Focus and its components, then makes an in-depth introduction of the primary contents of the Differentiation-Focus Strategy and the main tactics of implementing this strategy. The tactics are: to
establish the business policy as "Win with fine quality" and even make it the essential of the existence of the company; to attach importance to buildup strength and foster core competitiveness with a high-starting-point technical innovation; to cultivate the ability of developing and innovating products with its own intellectual property and to sticks to the human resource tactic of "Take human being as the essential". Based on the in-depth analysis of the strategic practices the exiting problems are brought forward which include that the structure of property rights is unreasonable and the product structure is not able to support the further development of the company. However these problems provide gist for carrying out the study of the future developing strategy.
The third part first points out strengths and weaknesses, opportunities and threats of HF company based on the analysis of the effect brought to national relay industry like HF company by China's entering into WTO, the external environment, the detailed situation of this industry and the situation of the internal resources within the company, then advances the three developing strategies of "Upgrading the Company, Speeding Up the Expansion and Trying to Go Public" and also the strategy positioning, finally brings forward the main measures of implementing these strategies as innovation of the mechanism, the management and the technology and the expansion of markets.
引文
1、格里·约翰逊、凯万·斯科尔斯著，金占明、贾秀梅译：《公司战略管理教程(第三版)》，华厦出版社，第1版，1998年4月。
2、迈克尔·波特著，陈小悦译：《竞争优势》，华夏出版社，第1版，1997年1月。
3、迈克尔·波特著，陈小悦译：《竞争战略》，华夏出版社，第1版，1997年1月。
4、迈克尔·戴尔著，谢绮容译：《戴尔战略》，上海远东出版社，第1版，1999年9月。
5、施继兴著：《中国经济发展的关键时刻：东信怎么办》，中国言实出版社，第1版，1998年3月。
6、刘进先著：《企业技术中心研究》，武汉出版社，第1版，2001年3月。
7、李留恩著：《追求卓越》，企业管理出版社，第1版，1999年10月。
8、陈惠湘著：《中国企业批判》，北京大学出版社，第1版，1998年1月。
9、张胜编著：《大竞争——入世后中国企业的机遇与挑战》，中国纺织出版社，第1版，2001年12月。
10、刘永好、黄宏生、鲁冠球等著《总裁的智慧》，中央编译出版社，第1版，2002年1月。
11、机械工业信息研究所、产业与市场研究所编著《中国机电产品市场报告系列(第2辑)》电工电器分册，机械工业出版社，第1版，2000年4月。
12、销售与市场杂志社：《中国行业市场研究报告》，销售与市场2001年增刊。
13、王义伟：“厦华总经理郭则理痛陈八大失误”，《中华工商时报》，2001年6月11日。
14、杨元庆：“实施信息化，提升竞争力”，《经济日报》，2001年12月31日，第5版。
15、刘伟：“企业治理必须摆脱双重扭曲”，《经济日报》，2002年1月15日，第13版。
16、杨洁、张楠：“新时期的企业技术创新”，《经济管理》，2000年第1期。
17、Jet Magsaysay：“影响企业未来的十大管理理念”，《世界经理人文摘》，2002年第2期。
2、迈克尔·波特著，陈小悦译：《竞争优势》，华夏出版社，第1版，1997年1月。
3、迈克尔·波特著，陈小悦译：《竞争战略》，华夏出版社，第1版，1997年1月。
4、迈克尔·戴尔著，谢绮容译：《戴尔战略》，上海远东出版社，第1版，1999年9月。
5、施继兴著：《中国经济发展的关键时刻：东信怎么办》，中国言实出版社，第1版，1998年3月。
6、刘进先著：《企业技术中心研究》，武汉出版社，第1版，2001年3月。
7、李留恩著：《追求卓越》，企业管理出版社，第1版，1999年10月。
8、陈惠湘著：《中国企业批判》，北京大学出版社，第1版，1998年1月。
9、张胜编著：《大竞争——入世后中国企业的机遇与挑战》，中国纺织出版社，第1版，2001年12月。
10、刘永好、黄宏生、鲁冠球等著《总裁的智慧》，中央编译出版社，第1版，2002年1月。
11、机械工业信息研究所、产业与市场研究所编著《中国机电产品市场报告系列(第2辑)》电工电器分册，机械工业出版社，第1版，2000年4月。
12、销售与市场杂志社：《中国行业市场研究报告》，销售与市场2001年增刊。
13、王义伟：“厦华总经理郭则理痛陈八大失误”，《中华工商时报》，2001年6月11日。
14、杨元庆：“实施信息化，提升竞争力”，《经济日报》，2001年12月31日，第5版。
15、刘伟：“企业治理必须摆脱双重扭曲”，《经济日报》，2002年1月15日，第13版。
16、杨洁、张楠：“新时期的企业技术创新”，《经济管理》，2000年第1期。
17、Jet Magsaysay：“影响企业未来的十大管理理念”，《世界经理人文摘》，2002年第2期。