珠海航展公司发展战略

发布时间：2018-03-01 13:34

本文关键词： 航空会展公司级战略多元化　出处：《华南理工大学》2011年硕士论文　论文类型：学位论文

【摘要】：珠海航展公司自1996年创办以来,至今已连续举办了八届中国国际航空航天博览会,已经发展成为中外航空航天界交流与合作的重要平台,也成为公司所在地珠海市会展产业的重要构成部分。随着中国社会与经济发展水平不断提高,国内航空产业和旅游产业的迅猛发展,以及珠海市将会展产业作为战略性产业的定位与相关政策的出台,公司面临着历史性的发展机遇。各级政府对于公司继续在会展业发展的期望也构成了公司发展的重要制度压力。同时,近年来同行竞争日益加剧,中国航展和航展公司面临的形势越来越复杂,生存和发展的压力也越来越大。在前期的发展过程中,公司积累的各种资源,尤其是市场推广能力与组织运作能力构成了持续发展的基础。本文对珠海航展公司所处的宏观环境进行了PEST分析、波特五力模型分析。并运用SWOT分析框架,综合分析珠海航展内部能力资源状况并总结出自身的优势与劣势,以及外部环境的机会与威胁。根据SWOT分析的结果,在各种战略态势的基础上,提出公司的战略意图:以中国航展品牌为核心,进行相关多元化的业务经营,通过不断地创新,缔造世界一流的会展企业,成为亚洲首屈一指的海陆空会展综合营运商。根据这一战略意图,运用母合优势匹配矩阵进行业务组合定位,珠海航展公司的业务组合是:以航展业务为核心,向游艇会展、新车发布和体验等领域拓展,提供会展、酒店、咨询、广告策划等多方面服务。针对相关多元化业务组合发展的要求,公司需要在现有管理模式的基础上进行调整,构建二级公司管理模式,建立珠海会展集团,总部通过职能与服务为成员企业创造价值,运用战略控制方式,在保证公司业务发展方向的基础上,有效挖掘各业务板块之间的协同效应并提高成员企业的积极性。为了实现公司战略目标,珠海航展公司将战略实施划分为三个阶段,并针对现有的战略实施基础和实现近期战略目标的要求,需要在对公司治理结构、组织架构进行优化的同时,进一步强化基础设施的建设,加大企业文化建设力度,并进一步完善激励机制等制度建设。
[Abstract]:Since its establishment in 1996, Zhuhai Aviation Exhibition Company has held eight consecutive sessions of China International Aeronautics and Astronautics Exposition, which has developed into an important platform for exchanges and cooperation between Chinese and foreign aerospace circles. It has also become an important part of Zhuhai City's exhibition industry, where the company is located. With the continuous improvement of China's social and economic development level, the rapid development of domestic aviation industry and tourism industry, as well as the positioning of the exhibition industry as a strategic industry and the introduction of related policies in Zhuhai, The expectation of governments at all levels for the company to continue to develop in the exhibition industry also constitutes an important institutional pressure for the development of the company. At the same time, in recent years, peer competition has become increasingly fierce. The situation facing China Air Show and the Air Show Company is becoming more and more complex, and the pressure of survival and development is also increasing. In the early stage of development, the company accumulated various kinds of resources. In particular, marketing ability and organizational ability constitute the basis of sustainable development. In this paper, the macro environment of Zhuhai Air Show Company is analyzed by PEST and Porter's five-force model. Using the framework of SWOT analysis, the author synthetically analyzes the internal capability resources of Zhuhai Air Show and summarizes its own advantages and disadvantages. According to the results of SWOT analysis, on the basis of various strategic situation, the strategic intention of the company is put forward: take the Chinese air show brand as the core, carry on the related diversified business management, through the continuous innovation, To create a world-class exhibition enterprise and become Asia's leading integrated operator of air, sea and air fairs. According to this strategic intent, we use the matrix of malleable advantages to position our business portfolio. Zhuhai Air Show Company's business portfolio is: air show business as the core, to yacht exhibition, new car release and experience and other areas, provide exhibition, hotel, consulting, Advertising planning and other services. In view of the requirements of the development of the related diversified business portfolio, the company needs to adjust on the basis of the existing management model, build a second-level company management model, and establish the Zhuhai Exhibition Group, The headquarters creates the value for the member enterprise through the function and the service, uses the strategic control way, on the basis of ensuring the business development direction of the company, effectively excavates the synergy effect among the various business sectors and enhances the enthusiasm of the member enterprises. In order to realize the strategic goal of the company, Zhuhai Air Show Company divides the strategic implementation into three stages, and in view of the existing strategic implementation foundation and the requirement of realizing the short-term strategic goal, it needs the corporate governance structure. While optimizing the organizational structure, we should further strengthen the construction of infrastructure, strengthen the construction of corporate culture, and further improve the system construction such as incentive mechanism.
【学位授予单位】：华南理工大学
【学位级别】：硕士
【学位授予年份】：2011
【分类号】：F713.83

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