發(fā)布時間：2018-03-12 06:56

  本文選題：企業(yè)戰(zhàn)略管理　切入點：中建材集團(tuán)進(jìn)出口公司　出處：《首都經(jīng)濟(jì)貿(mào)易大學(xué)》2013年碩士論文　論文類型：學(xué)位論文

【摘要】：本文以中建材集團(tuán)進(jìn)出口公司為研究對象，運用企業(yè)戰(zhàn)略管理理論與分析工具，對其發(fā)展戰(zhàn)略做了較為細(xì)致的實證性研究。 中建材集團(tuán)進(jìn)出口公司背靠集團(tuán)母公司——建材行業(yè)中的旗艦企業(yè)，大型央企——中國建筑材料集團(tuán)，在成立的十幾年間，經(jīng)歷了市場的風(fēng)云變幻，并抓住新世紀(jì)之初的大好歷史機(jī)遇，一步步發(fā)展壯大，成為主營業(yè)務(wù)收入近千億元的大型企業(yè)。 近年來，隨著世界經(jīng)濟(jì)危機(jī)和金融危機(jī)的不斷深化，導(dǎo)致全球性的需求衰減，使我國的外貿(mào)企業(yè)陷入極為不利的局面，尤其是國有外貿(mào)型企業(yè)由于自身機(jī)制等原因，更是在發(fā)展中呈現(xiàn)出后繼乏力的情形。當(dāng)然這與整體的宏觀環(huán)境有關(guān)，但也與企業(yè)自身適應(yīng)能力不強(qiáng)，業(yè)務(wù)層與職能層管理脫節(jié)，以及缺乏正確的發(fā)展戰(zhàn)略有關(guān)。中建材集團(tuán)進(jìn)出口公司在近幾年的經(jīng)營活動中也逐漸暴露出了一些問題。如何有效的解決這些問題，并在全球經(jīng)濟(jì)復(fù)蘇與中國經(jīng)濟(jì)轉(zhuǎn)型的歷史背景下及時抓住機(jī)遇，促使公司的發(fā)展翻開嶄新的一頁，是公司面臨的當(dāng)務(wù)之急。 本人運用在MBA的學(xué)習(xí)過程中掌握的企業(yè)戰(zhàn)略管理的相關(guān)理論知識和分析工具，結(jié)合在實際工作中積累的工作經(jīng)驗，在本文中對中建材集團(tuán)進(jìn)出口公司未來的發(fā)展戰(zhàn)略進(jìn)行了研判。 本文共分六個部分。第一章為引言。首先論述了本文研究的背景；其次探討了本文寫作的理論意義與現(xiàn)實意義，即將西方企業(yè)戰(zhàn)略管理思想與中國企業(yè)實際情況相結(jié)合，對發(fā)展具有中國特色的企業(yè)戰(zhàn)略管理理論與分析方法有一定的參考意義；最后對本文所采用的研究方法及研究思路做了簡要介紹。 第二章，對企業(yè)戰(zhàn)略管理的相關(guān)理論做了概述。首先探尋了企業(yè)戰(zhàn)略管理理論的起源與定義，其次對企業(yè)戰(zhàn)略管理的實施過程進(jìn)行了探討，概述了它所包含的三個階段的主要內(nèi)容，最后對戰(zhàn)略管理中兩種比較重要的分析工具做了簡要說明。 第三章，筆者運用宏觀環(huán)境分析和波特的五力競爭模型這兩個外部環(huán)境分析的工具，對中建材集團(tuán)進(jìn)出口公司所處的宏觀外部環(huán)境、行業(yè)競爭環(huán)境分別進(jìn)行了富有針對性的分析。 第四章，運用戰(zhàn)略能力及基本價值鏈這兩個分析工具對公司自身所具有的戰(zhàn)略發(fā)展?jié)摿�及條件進(jìn)行了分析、總結(jié)。 第五章，，首先確定了中建材集團(tuán)進(jìn)出口公司企業(yè)戰(zhàn)略指導(dǎo)思想，即需要符合公司使命、公司愿景以及母公司的戰(zhàn)略目標(biāo)；其次采用SWOT分析工具，結(jié)合公司發(fā)展戰(zhàn)略演變歷程的回顧，提出了公司不同層面所需要選擇的發(fā)展戰(zhàn)略，并對戰(zhàn)略實施所需要的保障措施進(jìn)行了理論探討。 最后為結(jié)論部分，對本文進(jìn)行了總結(jié)并指出了本研究的不足之處和今后的研究方向.
[Abstract]:This paper takes China Building Materials Group Import and Export Corporation as the research object, and makes a detailed empirical study on its development strategy by using the enterprise strategic management theory and analysis tools. China Building Materials Group Import and Export Corporation, backed by its parent company, the flagship enterprise in the building materials industry, the large state-owned enterprise, the China Construction Materials Group, has experienced changes in the market in the past decade or so. And seize the great historical opportunity at the beginning of the new century, step by step development, become the main business revenue of nearly 100 billion yuan of large enterprises. In recent years, with the deepening of the world economic crisis and the financial crisis, the global demand has declined, and the foreign trade enterprises of our country have fallen into an extremely disadvantageous situation, especially the state-owned foreign trade enterprises because of their own mechanism and other reasons. Of course, it has something to do with the overall macro environment, but it is also related to the weak adaptability of the enterprise itself, and the disconnection between the business level and the functional level management. And the lack of a correct development strategy. China Building Materials Group Import and Export Corporation has gradually exposed some problems in its business activities in recent years. How to solve these problems effectively? And under the historical background of global economic recovery and China's economic transformation, it is urgent for the company to seize the opportunity in time, and to promote the development of the company to turn a new page. I use the relevant theoretical knowledge and analysis tools of enterprise strategic management in the course of MBA learning, combined with the work experience accumulated in the actual work, In this paper, the future development strategy of China Building Materials Group Import and Export Company is studied. This paper is divided into six parts. The first chapter is the introduction. Firstly, it discusses the background of this paper, and then discusses the theoretical and practical significance of this paper, that is, the combination of western enterprise strategic management thinking and the actual situation of Chinese enterprises. It has certain reference significance to the development of the enterprise strategic management theory and analysis method with Chinese characteristics. Finally, the research methods and research ideas adopted in this paper are briefly introduced. In the second chapter, the related theories of enterprise strategic management are summarized. Firstly, the origin and definition of enterprise strategic management theory are explored, and then the implementation process of enterprise strategic management is discussed. In this paper, the main contents of three stages are summarized, and two important analytical tools in strategic management are briefly described. In the third chapter, the author makes use of the macro environment analysis and Porter's five forces competition model to analyze the external environment of China Building Materials Group Import and Export Corporation. The industry competition environment has carried on the rich pertinence analysis separately. In Chapter 4th, the author analyzes the strategic development potential and conditions of the company by using the strategic capability and the basic value chain. In chapter 5th, we first define the guiding ideology of the enterprise strategy of China Building Materials Group Import and Export Corporation, that is, we need to conform to the mission, company vision and the strategic objectives of the parent company. Secondly, we use the SWOT analysis tool. Based on the review of the evolution course of the company's development strategy, this paper puts forward the development strategies which need to be selected in different levels of the company, and probes into the safeguard measures needed for the implementation of the strategy. The last part is the conclusion, and points out the deficiency of this study and the future research direction.
【學(xué)位授予單位】：首都經(jīng)濟(jì)貿(mào)易大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F272;F426.92

【參考文獻(xiàn)】

相關(guān)期刊論文 前10條

1 錢岳;;金融危機(jī)背景下新貿(mào)易保護(hù)主義加速發(fā)展的原因、特征及對策[J];產(chǎn)業(yè)與科技論壇;2009年08期

2 戴志偉,宣國良;國有外貿(mào)企業(yè)面臨的挑戰(zhàn)及其對策研究[J];國際商務(wù)研究;2004年02期

3 ;郎麗華:下半年經(jīng)濟(jì)增速或反彈[J];北方經(jīng)濟(jì);2012年11期

4 劉穎;;我國外貿(mào)企業(yè)電子商務(wù)建設(shè)勢在必行[J];黑龍江對外經(jīng)貿(mào);2006年02期

5 張連城;郎麗華;;中國經(jīng)濟(jì)走勢與宏觀經(jīng)濟(jì)政策取向[J];經(jīng)濟(jì)理論與經(jīng)濟(jì)管理;2012年05期

6 胡曉靜;蘭艷;;我國外貿(mào)企業(yè)內(nèi)部控制存在的問題及完善措施[J];經(jīng)濟(jì)師;2007年12期

7 李中興;謝琴;;外貿(mào)經(jīng)營權(quán)放開后我國專業(yè)外貿(mào)公司發(fā)展策略探究[J];中國商界(上半月);2010年11期

8 任華;;企業(yè)戰(zhàn)略管理內(nèi)容總結(jié)[J];科技信息;2011年05期

9 潘靜君;王志亮;宋辛;王雪峰;楊鐵領(lǐng);;節(jié)點成本管理法的實踐[J];經(jīng)營與管理;2011年02期

10 匡暉;茅寧;;基于“母合優(yōu)勢”的國有外貿(mào)集團(tuán)發(fā)展戰(zhàn)略研究[J];求索;2008年03期

相關(guān)碩士學(xué)位論文 前5條

1 羅逸之;中國進(jìn)出口銀行對出口的支持研究[D];廣東外語外貿(mào)大學(xué);2006年

2 姜卉;基于價值鏈分析的國有外貿(mào)企業(yè)經(jīng)營策略研究[D];南京工業(yè)大學(xué);2006年

3 張興華;國有外貿(mào)企業(yè)戰(zhàn)略轉(zhuǎn)型分析[D];對外經(jīng)濟(jì)貿(mào)易大學(xué);2007年

4 毛邦帥;安徽華安進(jìn)出口公司發(fā)展戰(zhàn)略研究[D];合肥工業(yè)大學(xué);2008年

5 周燦良;“五礦發(fā)展”財務(wù)戰(zhàn)略轉(zhuǎn)型[D];廈門大學(xué);2008年

本文編號：1600451