思佳塑业多元化经营战略分析

发布时间：2018-07-05 19:46

本文选题：思佳塑业 + 相关多元化　；参考：《郑州大学》2013年硕士论文

【摘要】：当前,聚酯瓶包装行业是一个朝阳产业,也是国家产业政策重点支持的行业,行业市场增长空间大,企业发展机遇多。由于该行业进入障碍较少,加上行业本身对技术要求不是特别高,行业进入相对容易,使得该行业竞争十分激烈。面对激烈的竞争环境,为增强市场竞争力,拓展市场空间,做大做强塑胶产业,作为行业内有一定影响力的思佳塑业将发展目光转向多元化。文章基于多元化理论和企业生命周期理论,通过对思佳塑业多元化战略取向、多元化战略发展历程、多元化战略实施效果等内容的全面分析,对思佳塑业多元化战略方面存在的具体问题及未来战略走向提出了具体的看法和建议,具体如下。通过对思佳塑业多元化战略取向及其实施效果的分析发现,思佳塑业实施多远化战略以来,并未取得投资者预期的经济效益,总体看,多元化战略是失败的。即在人力、资金、管理等战略资源储备不足的条件下,思佳塑业当初不应该盲目进入与塑胶行业毫无关联的非相关行业如酒店业,企业所实施跨行业的非相关多元化是错误的。主要原因表现为：一、实施非相关性多元化战略失误,即企业所进入的酒店行业与塑胶业关联性不强,相互间缺乏联动效应和互补效应。二、企业资源积累不足。在人才、资金和技术等战略资源积累不足的情况下,盲目实施多元化,其后果可想而知。三、企业规模小,抗风险能力弱。作为一家地方民营企业,虽然有一定的资金积累,在行业内稍有名气,但抛开自己精通的主业而去涉及自己并不熟悉的酒店管理和生态旅游等行业,势必会分散企业精力,消弱抗风险能力,在经营上稍有风吹草动,就会影响到企业整体战略的实施,给企业发展造成不必要的损失和波动。四、非相关多元化的实施消弱了企业竞争优势。由于企业把主要人力、物力和财力转移到与塑胶行业不相干的酒店管理和生态旅游,使得企业主业发展受到很大影响,企业在塑胶行业的竞争优势也大大减弱。增强企业竞争力,实施多元化发展战略,企业应从以下方面入手：首先,对于类似于思佳塑业这一类的民营中小企业,实施与主业相关的纵向多元化是多元化战略的最佳选择,因为这一战略有助于企业发挥自身优势,实现资源的纵向整合,延伸产业链和扩展规模。其次,与客户合作,实施产销一体化协同发展战略。这样,既可以充分利用企业闲置资源,稳定企业客户,减少与其他企业的低层次竞争。同时还能学习到大型企业先进的生产管理经验,提高自身管理水平,增强竞争力。
[Abstract]:At present, polyester bottle packaging industry is a sunrise industry, but also a key industry supported by national industrial policy, industry market growth space, enterprise development opportunities. Due to the low barriers to entry and the fact that the industry itself is not particularly demanding on technology, it is relatively easy to enter the industry, which makes the competition in the industry very fierce. Facing the fierce competition environment, in order to strengthen the market competitiveness, expand the market space, and make the plastic industry bigger and stronger, the Sijia plastic industry, which has certain influence in the industry, will turn its attention to diversification. Based on the theory of diversification and the theory of enterprise life cycle, this paper makes a comprehensive analysis of Sijia plastic industry's diversification strategy orientation, the development course of diversification strategy, the effect of diversification strategy implementation, etc. This paper puts forward some specific views and suggestions on the diversification strategy of Sijia Plastics Industry. Through the analysis of Sijia plastic industry diversification strategy orientation and its implementation effect, it is found that Sijia plastic industry has not achieved the expected economic benefits since the implementation of the multi-distant strategy. Overall, the diversification strategy has failed. That is, under the condition of shortage of strategic resources, such as manpower, capital and management, Sijia plastic industry should not blindly enter non-related industries, such as hotel industry, which have no relation with plastic industry. It is wrong for enterprises to implement non-related diversification across industries. The main reasons are as follows: first, the implementation of non-related diversification strategy mistakes, that is, the hotel industry entered by enterprises and plastic industry is not strong correlation, lack of linkage effect and complementary effect between each other. Second, enterprise resource accumulation is insufficient. In the case of insufficient accumulation of strategic resources, such as talent, capital and technology, the consequences of blindly implementing diversification can be imagined. Third, the scale of enterprises is small and the ability to resist risks is weak. As a local private enterprise, although it has a certain amount of capital accumulation and has a slight reputation in the industry, it is bound to disperse the energy of the enterprise by putting aside its master profession and going to the hotel management and ecotourism industries that it is not familiar with. Reducing the ability to resist risks and making a slight change in management will affect the implementation of the overall strategy of the enterprise and cause unnecessary losses and fluctuations to the development of the enterprise. Fourth, the implementation of non-related diversification weakens the competitive advantage of enterprises. Due to the transfer of the main human, material and financial resources to the hotel management and ecotourism which are not related to the plastic industry, the development of the main business of the enterprise is greatly affected, and the competitive advantage of the enterprise in the plastic industry is greatly weakened. To enhance the competitiveness of enterprises and to implement diversified development strategies, enterprises should start from the following aspects: first, for the small and medium-sized private enterprises such as Sijia plastic industry, the implementation of vertical diversification related to the main industry is the best choice of diversification strategy. This strategy is helpful for enterprises to bring their own advantages into full play, realize vertical integration of resources, extend industrial chain and expand scale. Secondly, cooperate with customers to implement the integrated development strategy of production and marketing. In this way, enterprises can make full use of idle resources, stabilize their customers and reduce the low-level competition with other enterprises. At the same time can learn from large-scale enterprises advanced production management experience, improve their own management level, enhance competitiveness.
【学位授予单位】：郑州大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F272;F426.72

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