松川企业发展战略研究
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摘要
松川企业始创于1993年,是一家集研发、制造、营销和服务为一体的专业包装机械设备制造公司。2005年,松川企业做出了一个重大决策,把公司总部由广东佛山迁至国际工业大都市上海。目前,松川企业拥有佛山松川企业有限公司、上海松川远亿机械设备有限公司、成都松川雷博食品机械有限公司、青岛松川包装机械设备有限公司等四家全资子公司。经过十多年的发展,松川企业的生产规模在行业已经居于领先地位,销售额不断增加,赢利能力也不断增强,团队建设不断完善,销售服务网络遍布全国乃至东南亚地区,其中强大的营销团队已经成为该企业的核心竞争力的主要优势来源。松川企业对未来发展有很高的期望和战略思路,2004年该企业在一家国内知名战略管理顾问公司的指导下,制定了过去五年发展战略规划,同时确立了企业的愿景——成为国际一流的机械设备制造商。但是,这一五年发展战略规划的实行并不顺利,到2006年,松川企业在经营理念、在共同价值观、企业管理思想以及企业经营模式等方面都出现了不同程度上的障碍或错误,这导致该企业以往高速发展的步伐的停滞,销售增长在下降、企业人才流失、企业文化也在不断淡化,五年战略规划形同虚设,战略要素无可实施,松川企业到底出了什么问题?松川企业未来该如何发展?成为目前松川企业迫切需要回答和解决的问题。
本文的研究共分八个部分,第一章是绪论,介绍本文的研究背景;第二章介绍了松川企业和食品包装机械行业的概况;第三章是松川企业的宏观环境分析;第四章是松川企业五种竞争力量模型分析;第五章是松川企业SWOT分析;第六章是松川企业未来五年的发展战略规划;第七章是松川企业战略实施中应该防范的风险及注意事项;第八章是结束语。
Soontrue enterprise was founded in 1993, which is a professional packaging machinery and equipment manufacturing company including R&D, manufacturing, marketing and service aspects. In 2005, the company had made a major decision that to move its headquarters from Guangdong Foshan to the international metropolis, Shanghai. At present, Soontrue group includes four factories; they are Foshan Soontrue Machinery Equipment Co., Ltd, Shanghai Soontrue Machinery Equipment Co., Ltd, Chengdu Soontrue Machinery Equipment Co., Ltd and Qingdao Soontrue Machinery Equipment Co., Ltd. Now the company is urgently to make a systematic planning for the future to achieve the vision: To be the international machinery and equipment manufacturers".
With more than ten years development, Soontrue enterprise has become a leading company in packing industry, which keeps ahead in packing machine field, with the uplifted sale amount and the excellent sales team. Till now, the Sales and service network spread all over the domestic countries and the Southeast of Asian areas, and Soontrue has developed its own culture. Soontrue enterprise has a very good development expectation and strategy for the future! In 2004, Soontrue set its own vision that to be the first rate international machinery manufacturer and Soontrue enterprise has a bright future!
Under such good situation,and Soontrue enterprise also prepares everything for occupying such opportunity. However, in the year of 2006, because of the problem in the business conception and the management, which leads the stopping of the development process, the backslide of the sale, the outflow of human resource, Soontrue cannot achieve its target.. What is the problem of Soontrue Enterprise? It is a key subjects that we need facing and rethinking at present.
The dissertation is organized as follows:
Chapter 1 is an introduction, which introduced research background and studying significance. Chapter 2 is the marketing environmental analysis of Soontrue enterprise and packing industry. Chapter 3 is the macroscopic marketing environmental analysis of Soontrue enterprise. And there is a detailed analysis of industry competitive environment in Chapter 4, and then on this basis we pointed out the Soontrue enterprise's competitive advantage in Chapter 4. Chapter 5 is the SWOT analysis of Soontrue enterprise. Chapter 6 is the focus of this paper, in this section there is a analysis of five-year development programming of Soontrue enterprise. At the same time, to confirm the smoothly carry-out of the perspective, this section also makes a detailed discussion of the future risk and notice items. Chapter 6 is the concluding remarks.
本文的研究共分八个部分,第一章是绪论,介绍本文的研究背景;第二章介绍了松川企业和食品包装机械行业的概况;第三章是松川企业的宏观环境分析;第四章是松川企业五种竞争力量模型分析;第五章是松川企业SWOT分析;第六章是松川企业未来五年的发展战略规划;第七章是松川企业战略实施中应该防范的风险及注意事项;第八章是结束语。
Soontrue enterprise was founded in 1993, which is a professional packaging machinery and equipment manufacturing company including R&D, manufacturing, marketing and service aspects. In 2005, the company had made a major decision that to move its headquarters from Guangdong Foshan to the international metropolis, Shanghai. At present, Soontrue group includes four factories; they are Foshan Soontrue Machinery Equipment Co., Ltd, Shanghai Soontrue Machinery Equipment Co., Ltd, Chengdu Soontrue Machinery Equipment Co., Ltd and Qingdao Soontrue Machinery Equipment Co., Ltd. Now the company is urgently to make a systematic planning for the future to achieve the vision: To be the international machinery and equipment manufacturers".
With more than ten years development, Soontrue enterprise has become a leading company in packing industry, which keeps ahead in packing machine field, with the uplifted sale amount and the excellent sales team. Till now, the Sales and service network spread all over the domestic countries and the Southeast of Asian areas, and Soontrue has developed its own culture. Soontrue enterprise has a very good development expectation and strategy for the future! In 2004, Soontrue set its own vision that to be the first rate international machinery manufacturer and Soontrue enterprise has a bright future!
Under such good situation,and Soontrue enterprise also prepares everything for occupying such opportunity. However, in the year of 2006, because of the problem in the business conception and the management, which leads the stopping of the development process, the backslide of the sale, the outflow of human resource, Soontrue cannot achieve its target.. What is the problem of Soontrue Enterprise? It is a key subjects that we need facing and rethinking at present.
The dissertation is organized as follows:
Chapter 1 is an introduction, which introduced research background and studying significance. Chapter 2 is the marketing environmental analysis of Soontrue enterprise and packing industry. Chapter 3 is the macroscopic marketing environmental analysis of Soontrue enterprise. And there is a detailed analysis of industry competitive environment in Chapter 4, and then on this basis we pointed out the Soontrue enterprise's competitive advantage in Chapter 4. Chapter 5 is the SWOT analysis of Soontrue enterprise. Chapter 6 is the focus of this paper, in this section there is a analysis of five-year development programming of Soontrue enterprise. At the same time, to confirm the smoothly carry-out of the perspective, this section also makes a detailed discussion of the future risk and notice items. Chapter 6 is the concluding remarks.
引文
[1]Petersen,H.C.,Lewis,w.c.管理经济学.[M],中国人民出版社,2002,p69-79
[2]迈克尔·波特著,夏忠华主译,竞争优势,[M].中国财政经济出版社,2004年版
[3]郭鲁光.人力资本激励:理论分析与机制设计[J].财经科学,2001,(3).
[4](美)C.W.L.希尔,G.R.琼斯.战略管理.[M].中国市场出版社,2005年10月.
[5](新加坡)方博亮.管理经济学.[M].中国人民大学出版社,2005年1月.
[6]徐君.企业战略管理[M].北京:清华大学出版社,2008年5月..
[7][美]亚历克斯.米勒(Alex Miller).战略管理(Strategic Management)(英文版.第三版)[M].机械工业出版社.1998年.
[8]管益忻.以核心能力为主线,打造新型战略管理模式[J].哈尔滨工业大学学报(社科版),2002年第1期.
[9]中国包装机械网(http://www.chinabz.com.cn)
[10]中国投资咨询网www.ocn.com.cn
[2]迈克尔·波特著,夏忠华主译,竞争优势,[M].中国财政经济出版社,2004年版
[3]郭鲁光.人力资本激励:理论分析与机制设计[J].财经科学,2001,(3).
[4](美)C.W.L.希尔,G.R.琼斯.战略管理.[M].中国市场出版社,2005年10月.
[5](新加坡)方博亮.管理经济学.[M].中国人民大学出版社,2005年1月.
[6]徐君.企业战略管理[M].北京:清华大学出版社,2008年5月..
[7][美]亚历克斯.米勒(Alex Miller).战略管理(Strategic Management)(英文版.第三版)[M].机械工业出版社.1998年.
[8]管益忻.以核心能力为主线,打造新型战略管理模式[J].哈尔滨工业大学学报(社科版),2002年第1期.
[9]中国包装机械网(http://www.chinabz.com.cn)
[10]中国投资咨询网www.ocn.com.cn