唐山W钢铁有限公司竞争战略研究
发布时间：2018-12-14 07:02
【摘要】：钢铁工业是唐山市最重要的支柱产业,钢铁产业的兴衰直接关系到唐山市经济的发展,多年来唐山经济能够快速增长,主要得益于钢铁产业的发展。自2001年开始,随着国家进入重工业快速发展的新阶段,唐山钢铁产业也借助这个难得的发展机会,得到了飞速的发展。唐山W钢铁公司成立于2002年,经过十几年的发展,W钢铁公司已成为具有唐山区域特色的钢铁行业企业群中的重要一员。2009年,W钢铁公司响应国家政策号召,与国内知名重工集团L集团重组新生,技术装备水平大幅提高,市场竞争力逐步增强。但是依然存在着企业规模偏小,结构不合理等问题,并且伴随着经济全球化的浪潮席卷而来,上游原燃料价格飞涨,下游终端客户利润挤压,钢铁企业发展举步维艰。同时,供给侧结构性改革与钢铁、煤炭去产能两大政策的持续深化,使钢铁企业的处境雪上加霜,W公司作为其中一员也遇到了同样的困境。求改变、求创新、求合作、求发展成为W公司未来的战略方针。在激烈的市场竞争中,只有根据现实修正发展模式的企业,才能存活和壮大。本文重点研究W公司目前所面临的问题,以竞争战略管理理论作为依据,利用“五力竞争模型”与PEST分析法作为衡量工具,从环境、政策、技术等多个维度分析W钢铁公司所面临的困境,为下一步寻找原因与解决方法奠定基础;同时,从不同方面测评公司内部管理水平也至关重要。其中,生产能力、销售能力、人才管理能力与财务管理能力是硬实力,公司文化是软实力。W钢铁公司在以上方面均表现良好,颇具优势。但是,W公司存在硬伤,也就是技术创新能力和资源获取渠道以及铁矿石的供应不稳定成为制约该公司壮大的头号因素。以公司外部环境及公司内部条件分析作为基础,利用SWOT矩阵分析法,结合公司现状对低成本、差异化、集中化三种竞争战略进行分析,可基本得出适合W钢铁公司的竞争策略:注重工艺创新、淘汰落后设备,加强产品研发,从而降低成本;在营销方面,加强合作,扩大渠道,提升销售量;这是低成本的竞争策略,是目前而言最适合W公司,风险最小,也最为可行的办法。之后,根据现状与战略对策,制定具体的竞争战略实施方案:强化企业内部管理,降低管理成本;优化人力资源管理,提升人力资源效益;多渠道筹借资金,提高资金使用效率;推进设备升级,降本增效;提高供应链经管力度,降低原料采购成本等。本文在研究W公司生产与销售现状的基础上,利用科学的理论研究与实用的衡量工具,找出了问题背后的原因,并着力于提出具有可操作性的方法,以改变W公司目前所处的困境。
[Abstract]:Iron and steel industry is the most important pillar industry in Tangshan City. The rise and fall of iron and steel industry is directly related to the economic development of Tangshan City. Over the years, Tangshan economy can grow rapidly, mainly thanks to the development of iron and steel industry. Since 2001, with the country entering a new stage of rapid development of heavy industry, Tangshan iron and steel industry has also obtained rapid development with the help of this rare development opportunity. Tangshan W Iron and Steel Company was founded in 2002. After more than ten years of development, W Steel Company has become an important member of the iron and steel industry group with the characteristics of Tangshan region. In 2009, W Steel Company responded to the national policy call. With the domestic well-known heavy industry group L restructuring, technology and equipment level significantly improved, market competitiveness gradually enhanced. However, there are still some problems, such as small scale and unreasonable structure. With the tide of economic globalization, the price of raw fuel in upstream is skyrocketing, the profit of downstream terminal customer is squeezing, and the development of iron and steel enterprise is very difficult. At the same time, the two policies of supply-side structural reform and iron and steel, coal production capacity continue to deepen, making the situation of iron and steel enterprises worse, W company as one of them encountered the same plight. Seek change, seek innovation, seek cooperation, seek development become the strategic policy of W company in the future. In the fierce market competition, only in accordance with the reality of the modification of the development model of enterprises, can survive and grow. This paper focuses on the problems faced by W Company, based on the competitive strategic management theory, using the "five forces competition model" and PEST analysis as a measurement tool, from the environment, policy, Technology and other dimensions of the analysis of the difficulties faced by W Iron and Steel Company, for the next step to find the causes and solutions to lay a foundation; At the same time, it is very important to evaluate the internal management level of the company from different aspects. Among them, production capacity, sales ability, talent management ability and financial management ability are hard strength, and company culture is soft power. But W has a bruise of technological innovation and access to resources, as well as instability in the supply of iron ore, which is the number one constraint on the company's growth. Based on the analysis of the external environment and internal conditions of the company, this paper analyzes the three competitive strategies of low cost, differentiation and centralization by using SWOT matrix analysis method and combining with the current situation of the company. The competitive strategy suitable for W steel company can be obtained: pay attention to technological innovation, eliminate backward equipment, strengthen product research and development, and thus reduce the cost; In marketing, strengthen cooperation, expand channels, increase sales volume; this is a low-cost competitive strategy, is currently the most suitable for W company, the least risk, but also the most feasible approach. Then, according to the present situation and the strategic countermeasure, the author formulates the concrete competitive strategy implementation plan: strengthens the enterprise internal management, reduces the management cost, optimizes the human resources management, enhances the human resources benefit; To raise funds through multiple channels to improve the efficiency of fund use; to promote the upgrading of equipment, reduce costs and increase efficiency; to improve supply chain management; to reduce the cost of raw materials procurement, and so on. On the basis of studying the current production and sales situation of W Company, this paper makes use of scientific theoretical research and practical measurement tools to find out the reasons behind the problems, and puts forward an operable method. To change W's current predicament.
【学位授予单位】：内蒙古财经大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F426.31;F271
本文编号：2378150
[Abstract]:Iron and steel industry is the most important pillar industry in Tangshan City. The rise and fall of iron and steel industry is directly related to the economic development of Tangshan City. Over the years, Tangshan economy can grow rapidly, mainly thanks to the development of iron and steel industry. Since 2001, with the country entering a new stage of rapid development of heavy industry, Tangshan iron and steel industry has also obtained rapid development with the help of this rare development opportunity. Tangshan W Iron and Steel Company was founded in 2002. After more than ten years of development, W Steel Company has become an important member of the iron and steel industry group with the characteristics of Tangshan region. In 2009, W Steel Company responded to the national policy call. With the domestic well-known heavy industry group L restructuring, technology and equipment level significantly improved, market competitiveness gradually enhanced. However, there are still some problems, such as small scale and unreasonable structure. With the tide of economic globalization, the price of raw fuel in upstream is skyrocketing, the profit of downstream terminal customer is squeezing, and the development of iron and steel enterprise is very difficult. At the same time, the two policies of supply-side structural reform and iron and steel, coal production capacity continue to deepen, making the situation of iron and steel enterprises worse, W company as one of them encountered the same plight. Seek change, seek innovation, seek cooperation, seek development become the strategic policy of W company in the future. In the fierce market competition, only in accordance with the reality of the modification of the development model of enterprises, can survive and grow. This paper focuses on the problems faced by W Company, based on the competitive strategic management theory, using the "five forces competition model" and PEST analysis as a measurement tool, from the environment, policy, Technology and other dimensions of the analysis of the difficulties faced by W Iron and Steel Company, for the next step to find the causes and solutions to lay a foundation; At the same time, it is very important to evaluate the internal management level of the company from different aspects. Among them, production capacity, sales ability, talent management ability and financial management ability are hard strength, and company culture is soft power. But W has a bruise of technological innovation and access to resources, as well as instability in the supply of iron ore, which is the number one constraint on the company's growth. Based on the analysis of the external environment and internal conditions of the company, this paper analyzes the three competitive strategies of low cost, differentiation and centralization by using SWOT matrix analysis method and combining with the current situation of the company. The competitive strategy suitable for W steel company can be obtained: pay attention to technological innovation, eliminate backward equipment, strengthen product research and development, and thus reduce the cost; In marketing, strengthen cooperation, expand channels, increase sales volume; this is a low-cost competitive strategy, is currently the most suitable for W company, the least risk, but also the most feasible approach. Then, according to the present situation and the strategic countermeasure, the author formulates the concrete competitive strategy implementation plan: strengthens the enterprise internal management, reduces the management cost, optimizes the human resources management, enhances the human resources benefit; To raise funds through multiple channels to improve the efficiency of fund use; to promote the upgrading of equipment, reduce costs and increase efficiency; to improve supply chain management; to reduce the cost of raw materials procurement, and so on. On the basis of studying the current production and sales situation of W Company, this paper makes use of scientific theoretical research and practical measurement tools to find out the reasons behind the problems, and puts forward an operable method. To change W's current predicament.
【学位授予单位】：内蒙古财经大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F426.31;F271
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