CE公司工业特种电机业务发展战略研究

发布时间：2018-03-25 21:27

本文选题：CE公司　切入点：工业特种电机业务　出处：《成都理工大学》2013年硕士论文

【摘要】：CE公司是国内一家具有50多年历史的电机、变压器制造商,在轨道交通运输装备制造业享有盛名。“十一五”时期,根据核心业务延伸的发展思路该公司完成了“轨道交通牵引产品、风力发电电机、工业特种电机”3大产业发展战略布局。由于对工业特种电机产业内外部环境分析不透彻,战略的选择和制定不够科学,战略实施的保障措施与战略要求不匹配等各方面的原因,该产业经过多年的发展目前一直在1亿元规模徘徊不前。随着宏观经济的复苏,工业特种电机将迎来重要发展机遇,因此CE公司制定合理的发展战略及实施措施是非常重要的。本文使用战略管理的理论对CE公司现有工业特种电机产业进行环境分析,通过分析认为工业特种电机产业发展空间很大,接着构建CE公司工业特种电机发展战略,通过竞争战略分析,CE公司应采用差异化战略来发展工业特种电机产业。最后,结合CE公司的实际情况重点从8个方面提出了具体的保障措施,即建立与战略匹配的组织结构、建立年度目标分解计划体系、以平衡计分卡理论为基础建立绩效体系、加强人力资源投入与管理、做好产品与服务的市场营销、建立以提高企业价值为导向的财务管理体系、加强技术创新打造核心能力、及时进行战略实施评价等。战略管理在本质上是一个复杂的过程,在本文形成的过程中进行了很多调研,在战略的制定过程中也统一了大家的认识,相信本文所提出的产业发展战略是符合公司实际情况的,其战略保障措施也是具有可操作性的。但企业外部环境变化速度加快,我们还应用动态视角审视战略和战略管理过程,重视对企业在连续的、动态的内外环境下进行系统分析,使自己与快速变化的环境保持一致。
[Abstract]:Ce Company is a manufacturer of electric motors and transformers with a history of more than 50 years in China, and enjoys a great reputation in the equipment manufacturing industry of rail transit. According to the development idea of the core business extension, the company has completed the strategic layout of the three major industries, namely, rail transit traction products, wind power generation motors and industrial special motors. Due to the lack of thorough analysis of the internal and external environment of the industrial special electrical machinery industry, The choice and formulation of the strategy is not scientific enough, the safeguard measures of the implementation of the strategy do not match the strategic requirements, and so on. After years of development, the industry has been hanging back and forth in the scale of 100 million yuan. With the recovery of the macro economy, Therefore, it is very important for CE Company to formulate a reasonable development strategy and implement measures. This paper uses the theory of strategic management to analyze the environment of the current industrial special motor industry of CE Company. Through the analysis, the author thinks that the industrial special motor industry has great development space, then constructs the CE company's industrial special electric machinery development strategy, through the competition strategy analysis, the CE company should adopt the differentiation strategy to develop the industrial special electric machinery industry. Finally, Combined with the actual situation of CE Company, the paper puts forward the concrete safeguard measures from eight aspects, that is, to establish the organization structure matching with the strategy, to establish the annual goal decomposition plan system, and to establish the performance system based on the balanced Scorecard theory. We should strengthen the investment and management of human resources, do well the marketing of products and services, establish a financial management system oriented to improve the value of enterprises, strengthen technological innovation and build up core competence. Strategic management is essentially a complex process. In the process of forming this paper, a lot of research has been carried out, and in the process of making the strategy, we have also unified our understanding. It is believed that the industrial development strategy proposed in this paper is in line with the actual situation of the company, and its strategic safeguard measures are also operable. However, the speed of the change of the external environment of the enterprise is quickened, and we also apply the dynamic perspective to examine the strategic and strategic management process. Emphasis is placed on systematic analysis of enterprises in a continuous, dynamic internal and external environment so that they are consistent with the rapidly changing environment.
【学位授予单位】：成都理工大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F416.6

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