重庆AB信息服务有限公司发展战略研究
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摘要
当前,中国第三方物流产业的发展状况是:一方面在国家宏观经济形势持续快速增长的情况下行业持续高速增长,另一方面面临激烈的市场竞争、原燃料涨价、成本强劲攀升的压力。对于从事第三方物流的企业来说,可谓亮点与难点并存,机遇与风险同在。
由于行业进入者增多,行业竞争呈现白热化。在如此恶劣的经营环境中,国内第三方物流能否生存发展,关键在于是否拥有核心竞争力,能否形成持久的竞争优势。因此,重视企业战略管理,培育与提升企业竞争力,成为国内第三方物流企业的首要任务。
本文以重庆AB信息服务有限公司(以下简称“重庆AB公司”)为背景,对重庆AB公司所处的宏观环境、行业环境和竞争状况进行了分析,运用外部环境评价矩阵(EFE),剖析了重庆AB公司所面临的外部机会和威胁。随后通过对内部资源条件分析、核心能力分析和内部因素评价矩阵(IFE),对重庆AB公司内部环境进行分析与评价,明确了重庆AB公司所拥有的优势与劣势。
然后通过构造重庆AB公司的SWOT分析模型进行了战略选择,确定出可供AB公司选择的适用性战略方案包括业务差异化战略、品牌战略、客户关系管理战略。
最后,论文探讨了战略的实施措施,就实施人力资源管理、提供专业化服务、建立以客户为中心的营销模式和塑造企业文化等方面提供了建议。虽然本文对公司的发展只是一个初步的探讨,但对公司的发展问题研究起到了一定的指导和借鉴作用。
Now, China's Third Part Logistics industry is advancing greatly in current good macro-economic circumstance all over in China, and meanwhile, also suffering difficulties, such as acute marketing competition, lacking of resources, rough material prices rising, costs increasing, power shortage, etc. To the Third Part Logistics(TPL) companies, benefits and difficulties, opportunities and risks are mixed.
The competition is very intense in international and domestic Third Part Logistics(TPL) market because of the influence of supply and requirement. In this marketing environment, if the domestic TPL enterprises want to exist and develop, the key is wether they have core competitive power and support competitive advantage or not. Therefore it is a first task to regard strategy administration and foster and set up the core competitive power for domestic enterprises.
This article summarized the predominance and the inferior position after researched the basic situation of Chongqing AB Company limited. And analyzed the interior and exterior environment, also had an anatomy of opportunities and challenges that we would face to, after that, in term of Chongqing AB Company, to take enterprise strategies into effect will have realistic significance on framework, adjustment, technology transformed, internal reformed, enterprise's management and the long -term stable development, on the base of strategic assume of development will be brought forward.
This article analyzes the internal&external environment of a corporation, uses the environment analytical, value chain, industry analytical and gives an opinion go internal&external environment under the evaluation. A strategy of corporation development was brought forward after considering the actual instance. For Chongqing AB Company to take organization strategies into effect will have realistic significance on framework adjustment, technology transformed, internal reformed, enterprise's management and the long -term stable development. Although this paper is just an introductory discussion, it can act as guidance and reference for the research of Chongqing AB Company limited development.
由于行业进入者增多,行业竞争呈现白热化。在如此恶劣的经营环境中,国内第三方物流能否生存发展,关键在于是否拥有核心竞争力,能否形成持久的竞争优势。因此,重视企业战略管理,培育与提升企业竞争力,成为国内第三方物流企业的首要任务。
本文以重庆AB信息服务有限公司(以下简称“重庆AB公司”)为背景,对重庆AB公司所处的宏观环境、行业环境和竞争状况进行了分析,运用外部环境评价矩阵(EFE),剖析了重庆AB公司所面临的外部机会和威胁。随后通过对内部资源条件分析、核心能力分析和内部因素评价矩阵(IFE),对重庆AB公司内部环境进行分析与评价,明确了重庆AB公司所拥有的优势与劣势。
然后通过构造重庆AB公司的SWOT分析模型进行了战略选择,确定出可供AB公司选择的适用性战略方案包括业务差异化战略、品牌战略、客户关系管理战略。
最后,论文探讨了战略的实施措施,就实施人力资源管理、提供专业化服务、建立以客户为中心的营销模式和塑造企业文化等方面提供了建议。虽然本文对公司的发展只是一个初步的探讨,但对公司的发展问题研究起到了一定的指导和借鉴作用。
Now, China's Third Part Logistics industry is advancing greatly in current good macro-economic circumstance all over in China, and meanwhile, also suffering difficulties, such as acute marketing competition, lacking of resources, rough material prices rising, costs increasing, power shortage, etc. To the Third Part Logistics(TPL) companies, benefits and difficulties, opportunities and risks are mixed.
The competition is very intense in international and domestic Third Part Logistics(TPL) market because of the influence of supply and requirement. In this marketing environment, if the domestic TPL enterprises want to exist and develop, the key is wether they have core competitive power and support competitive advantage or not. Therefore it is a first task to regard strategy administration and foster and set up the core competitive power for domestic enterprises.
This article summarized the predominance and the inferior position after researched the basic situation of Chongqing AB Company limited. And analyzed the interior and exterior environment, also had an anatomy of opportunities and challenges that we would face to, after that, in term of Chongqing AB Company, to take enterprise strategies into effect will have realistic significance on framework, adjustment, technology transformed, internal reformed, enterprise's management and the long -term stable development, on the base of strategic assume of development will be brought forward.
This article analyzes the internal&external environment of a corporation, uses the environment analytical, value chain, industry analytical and gives an opinion go internal&external environment under the evaluation. A strategy of corporation development was brought forward after considering the actual instance. For Chongqing AB Company to take organization strategies into effect will have realistic significance on framework adjustment, technology transformed, internal reformed, enterprise's management and the long -term stable development. Although this paper is just an introductory discussion, it can act as guidance and reference for the research of Chongqing AB Company limited development.
引文
[1]解培才,徐二明.西方企业战略[M],中国人民大学出版社,1992
[2]徐二明.企业战略管理[M],中国经济出版社,1998
[3]王方华,吕巍.战略管理,机械工业出版社,2004
[4][美]弗雷德.R.戴维并.李克宁译.战略管理第六版[M].经济科学出版社.1998.6
[5]1996-2001重庆经济年鉴.重庆市人民政府发展研究中心[A].重庆出版社.2001(10):15-16
[6]周清.论民营企业文化再造[J].商业文化2002(6)
[7]刘翼生,刘伊伟.中小企业经营战略[M].中国人民大学出版社.1999
[8]甘华鸣.管理创新[M].中国国际广播出版社.1999
[9]迈克尔.波特.陈小悦泽,竞争优势,华夏出版社,1997
[10]周林森.打造强势品牌的新战略[J].企业研究.2005(3)
[11]陈杰.企业竞争中产品筹异化策略的制定[J].经济师.2004(1)
[12]孙友罡.挂在墙上的战略,企业管理,2004(4)
[13]曾庆学,龚敏.试论企业战略理论的演变与新发展[J].商业研究.2000.8
[14]王革非.战略管理方法[M].经济管理出版社.2002
[15]顾乃康.企业多样化经营的战略决策[J].外国经济与管理.1998.10
[16]李海滨.五力模型批判,企业管理,2005(7)
[17]傅家骥.技术创新学[M].清华大学出版社.2000
[18]中华人民共和国商务部,中国流通产业发展报告,2004
[19]中国现代物流发展报告,机械工业出版社,2003
[20]赵光忠.核心竞争力与资源整合策划[M].中国经济出版社.2003
[21]杨得礼,于江.供应链节点企业与第三方物流协同合作的量化研究[J].中国软科学.2003(3):51-55
[22]刘志学,徐泽勇.基于非对称信息理论的第三方物流合作博弈分析[J].中国管理科学.2003,11(5):85-88
[23]杨光玉,徐印州.对第三方物流企业的监督激励决策分析[J].物流技术.2004(5):14-17
[24]王伟,第三方物流企业的多任务委托-代理模型分析[J].商品储运与养护.2004,6(3):25-28
[25]闫秀霞,孙林岩.第三方物流服务商选择的多目标决策研究[J].中国机械工程.2004,15(12):1088-1090
[26]马雪芬,刘易勇,孙数栋等.供应链管理环境下第三方物流企业的评价选择[J].计算机工程与应用.2003,39(2):7-9
[27]王淑琴,陈峻.第三方物流运作模式及发展策略的分析研究[J].交通运输系统工程与信息. 2004.4(2):59-63
[28]欧阳电平,罗霄.企业进入第三方物流业的对策研究[J].中国软科学.2002(10):60-63
[29]王其涛.基于第三方物流的采购模型[J].现代生产与管理技术.2004,21(2).:8-30
[30]Menon,M.K.,M.A.McGinnis,K.B.Ackerman.Selection criteria for providers of third-party logistics services:An explanatory study[J].Journal of Business Logistics,1998,Vol.19,No.1,pp.121-137.
[31]Ganesh,Vaidyanathan.A Framework for evaluating third-party logistics[J].Communications of the ACM.2005,Vol.48,No.1,pp.89-94.
[32]Andersson D.Logistical alliances and structural change[J].Tech.Lic.Thesis No.470,Linkoping University,1995b.
[33]Bagchi PK,Virum H.Logistical alliances:trends and prospects in integrated Europe[J].J Bus Logist 1998,Vol.19,No.1,pp.191-213.
[34]Lieb RC,Randall HL.A comparison of the use of third party logistics services by large American manufacturers[J].1991,1994 and 1995.J Bus Logist 1997,1996,Vol.17,No.1.
[35]Susanne Hertz,Monica Alfredsson.Strategic development of third party logistics providers[J].Industrial Marketing Management.2003(32),pp.139-149
[36]Dennis W.Krumwiede,Chwen Sheu.A model for reverse logistics entry by third-party providers[J].The International Journal of Management Science.2002(30),pp.325-333.
[37]Dan Andersson,Andress Norrman.Procurement of logistics services-a minutes work or a multi-year project[J]? European Journal of Purchasing & Supply management.2002(8),pp.3-14.
[38]Robert C Lieb,Stephen Kendrick.The year 2002 survey:CEO perspectives on the current status and future prospects of the third-party logistics industry in the United States[J].Transportation Journal.2003(4),pp.5-16.
[39]Sankaran.J.,Mun,D.& Charman,Z.Effective logistics outsourcing in New Zealand-an inductive empirical investigation[J],International Journal of Physical Distribution and Logistics Management,2002,Vol.32,No.8,pp.682-702.
[40]M.S.Sohail,A.S.Sohal.The use of third party logistics services:a Malaysian perspective[J].Technovation.2003.Vol.23,pp.401-408.
[41]M.Sadiq Sohail,Nathank,Austin & Mustabshira Rushdi.The use of Third-party Logistics Services:Evidence from a sub-Sahara African Nation[J].International Journal of Logistics.2004,Vol.7,No.1,pp.45-57.
[42]宋力刚.成功企业管理经典[M].中国社会出版社.2000
[43][美]麦克尔·波顿.竞争战略[M].中国财经经济出版社.1989.1
[44]徐国华.现代企业管理[M].中国经济出版社.1993
[45]陈建校.中国第三方物流企业战略研究[D].长安大学.2004
[46][关]科特勒等.市场营销管理[M].中国人民大学出版社.1997.1
[47]Gerry Johnson.Kevan Scholes.Exploring Corporate Stratregy[M].1995
[48]Hame.G.Heene.A:Competence-based Competiton[M].New York,Yohn Wiley Press.1994
[2]徐二明.企业战略管理[M],中国经济出版社,1998
[3]王方华,吕巍.战略管理,机械工业出版社,2004
[4][美]弗雷德.R.戴维并.李克宁译.战略管理第六版[M].经济科学出版社.1998.6
[5]1996-2001重庆经济年鉴.重庆市人民政府发展研究中心[A].重庆出版社.2001(10):15-16
[6]周清.论民营企业文化再造[J].商业文化2002(6)
[7]刘翼生,刘伊伟.中小企业经营战略[M].中国人民大学出版社.1999
[8]甘华鸣.管理创新[M].中国国际广播出版社.1999
[9]迈克尔.波特.陈小悦泽,竞争优势,华夏出版社,1997
[10]周林森.打造强势品牌的新战略[J].企业研究.2005(3)
[11]陈杰.企业竞争中产品筹异化策略的制定[J].经济师.2004(1)
[12]孙友罡.挂在墙上的战略,企业管理,2004(4)
[13]曾庆学,龚敏.试论企业战略理论的演变与新发展[J].商业研究.2000.8
[14]王革非.战略管理方法[M].经济管理出版社.2002
[15]顾乃康.企业多样化经营的战略决策[J].外国经济与管理.1998.10
[16]李海滨.五力模型批判,企业管理,2005(7)
[17]傅家骥.技术创新学[M].清华大学出版社.2000
[18]中华人民共和国商务部,中国流通产业发展报告,2004
[19]中国现代物流发展报告,机械工业出版社,2003
[20]赵光忠.核心竞争力与资源整合策划[M].中国经济出版社.2003
[21]杨得礼,于江.供应链节点企业与第三方物流协同合作的量化研究[J].中国软科学.2003(3):51-55
[22]刘志学,徐泽勇.基于非对称信息理论的第三方物流合作博弈分析[J].中国管理科学.2003,11(5):85-88
[23]杨光玉,徐印州.对第三方物流企业的监督激励决策分析[J].物流技术.2004(5):14-17
[24]王伟,第三方物流企业的多任务委托-代理模型分析[J].商品储运与养护.2004,6(3):25-28
[25]闫秀霞,孙林岩.第三方物流服务商选择的多目标决策研究[J].中国机械工程.2004,15(12):1088-1090
[26]马雪芬,刘易勇,孙数栋等.供应链管理环境下第三方物流企业的评价选择[J].计算机工程与应用.2003,39(2):7-9
[27]王淑琴,陈峻.第三方物流运作模式及发展策略的分析研究[J].交通运输系统工程与信息. 2004.4(2):59-63
[28]欧阳电平,罗霄.企业进入第三方物流业的对策研究[J].中国软科学.2002(10):60-63
[29]王其涛.基于第三方物流的采购模型[J].现代生产与管理技术.2004,21(2).:8-30
[30]Menon,M.K.,M.A.McGinnis,K.B.Ackerman.Selection criteria for providers of third-party logistics services:An explanatory study[J].Journal of Business Logistics,1998,Vol.19,No.1,pp.121-137.
[31]Ganesh,Vaidyanathan.A Framework for evaluating third-party logistics[J].Communications of the ACM.2005,Vol.48,No.1,pp.89-94.
[32]Andersson D.Logistical alliances and structural change[J].Tech.Lic.Thesis No.470,Linkoping University,1995b.
[33]Bagchi PK,Virum H.Logistical alliances:trends and prospects in integrated Europe[J].J Bus Logist 1998,Vol.19,No.1,pp.191-213.
[34]Lieb RC,Randall HL.A comparison of the use of third party logistics services by large American manufacturers[J].1991,1994 and 1995.J Bus Logist 1997,1996,Vol.17,No.1.
[35]Susanne Hertz,Monica Alfredsson.Strategic development of third party logistics providers[J].Industrial Marketing Management.2003(32),pp.139-149
[36]Dennis W.Krumwiede,Chwen Sheu.A model for reverse logistics entry by third-party providers[J].The International Journal of Management Science.2002(30),pp.325-333.
[37]Dan Andersson,Andress Norrman.Procurement of logistics services-a minutes work or a multi-year project[J]? European Journal of Purchasing & Supply management.2002(8),pp.3-14.
[38]Robert C Lieb,Stephen Kendrick.The year 2002 survey:CEO perspectives on the current status and future prospects of the third-party logistics industry in the United States[J].Transportation Journal.2003(4),pp.5-16.
[39]Sankaran.J.,Mun,D.& Charman,Z.Effective logistics outsourcing in New Zealand-an inductive empirical investigation[J],International Journal of Physical Distribution and Logistics Management,2002,Vol.32,No.8,pp.682-702.
[40]M.S.Sohail,A.S.Sohal.The use of third party logistics services:a Malaysian perspective[J].Technovation.2003.Vol.23,pp.401-408.
[41]M.Sadiq Sohail,Nathank,Austin & Mustabshira Rushdi.The use of Third-party Logistics Services:Evidence from a sub-Sahara African Nation[J].International Journal of Logistics.2004,Vol.7,No.1,pp.45-57.
[42]宋力刚.成功企业管理经典[M].中国社会出版社.2000
[43][美]麦克尔·波顿.竞争战略[M].中国财经经济出版社.1989.1
[44]徐国华.现代企业管理[M].中国经济出版社.1993
[45]陈建校.中国第三方物流企业战略研究[D].长安大学.2004
[46][关]科特勒等.市场营销管理[M].中国人民大学出版社.1997.1
[47]Gerry Johnson.Kevan Scholes.Exploring Corporate Stratregy[M].1995
[48]Hame.G.Heene.A:Competence-based Competiton[M].New York,Yohn Wiley Press.1994