MD集团战略转型研究

发布时间：2019-01-24 19:05

【摘要】：MD集团是一家生产白色家电为主的民营企业,在改革开放的东风下,由原“北街办塑料生产组”,到1993年在深圳证券交易所上市,成了中国第一家由乡镇企业改组而成立的上市公司,再到2010年跨入千亿俱乐部的集团企业,在公司规模快速扩张、资源积累的同时,面临主营业务的激烈竞争与市场环境的不断变化。特别是2008年金融危机爆发以来,面对着通货膨胀、汇率改革、劳动力成本上升,同时市场上的质量、售后饱受诟病,深刻暴露了企业短板,于是战略转型被提上日程：由原来的“上规模、调结构、保利润”到“规模与利润同步发展,着重提升品牌定位和溢价能力”,标志着MD发展战略发生巨变,着手战略转型,消除“变革差距”,向领导者授权,MD集团在战略方面努力从三个方面实现转变：从注重增长数量向注重增长质量转型；从低附加值向高附加值转型；从粗放式管理向精细管理转型。本文结合相关战略理论,以MD集团战略转型为案例,重点探讨战略转型的过程,从MD集团战略转型的背景入手,运用PEST分析法结合内外部环境分析进行分析、应用SWOT分析法对不确定性战略分析与决策到战略转型方向的识别,再到战略转型的选择、支持战略转型的系统与战略转型的监控进行了研究。在论述的过程中结合MD集团的实际案例,力图站在战略的高度从实践的角度对转型的模式与手段进行研究。企业的战略转型是一项复杂的系统工程,决不能一蹴而就,隐藏着巨大的风险和较高的投入,其中少不了企业家精神、转型时机的把握、战略转型原则的明晰、战略转型过程的监控与组织转型的能力。本文研究的价值在于：通过对MD集团这样一个典型的民营企业实施战略转型的案例研究,分析在现阶段下企业如何摆脱现有困境,通过专项找到适合本组织的关键因素,并对这些因素进行分析,从而提出具体的战略转型策略。研究结果证明：在复杂多变、日益严峻的市场环境下,制造型企业唯有回归企业基本层面,加强自身建设,围绕产品领先、效率驱动、全球经营三大战略主轴,切实聚焦产业、做好产品、落实经营简单化、提升效率、经营好市场为转型路径,才能构建以顾客为导向的敏捷型组织,使基业长青。MD实施战略转型的初步成功,为自身发展及其它企业实施战略转型提供了经验借鉴和启发,可指导下一步转型发展思路。
[Abstract]:MD Group is a private enterprise mainly producing white electrical appliances. In the east wind of reform and opening up, the MD Group was listed on the Shenzhen Stock Exchange in 1993 by the former "North Street plastic production Group." It became the first listed company to be set up by the reorganization of township enterprises in China. By 2010, it had stepped into a group of hundreds of billions of clubs. At the same time, the company's scale was expanding rapidly and its resources were accumulating. Facing the fierce competition of the main business and the constant change of the market environment. In particular, since the outbreak of the financial crisis in 2008, faced with inflation, exchange rate reform, rising labour costs, and the quality of the market, the after-sale criticism has deeply exposed the weakness of enterprises. As a result, strategic transformation was put on the agenda: from the original "on scale, adjust structure, protect profit" to "scale and profit synchronous development, focus on improving brand positioning and premium ability", which marked a great change in MD development strategy, and began the strategic transformation. To close the "change gap" and empower the leaders, MD Group strives to change its strategy from three aspects: from focusing on growth quantity to focusing on growth quality; From low added value to high added value; from extensive management to fine management. Based on the relevant strategic theory and taking the strategic transition of MD Group as a case, this paper focuses on the process of strategic transformation, starting with the background of strategic transformation of MD Group, and using PEST analysis method combined with the analysis of internal and external environment. In this paper, SWOT analysis is applied to identify the uncertain strategic analysis and decision-making to the strategic transition direction, then to the strategic transition choice, and to support the strategic transformation system and the monitoring of strategic transformation. In the process of discussion, combined with the actual case of MD Group, this paper tries to study the mode and means of transformation from the perspective of practice from the perspective of strategy. The strategic transformation of the enterprise is a complex system engineering, it can not be accomplished overnight, and it hides huge risks and higher investment, in which the entrepreneurial spirit, the grasp of the transition opportunity and the clarity of the principles of the strategic transformation are indispensable. Monitor the process of strategic transformation and the ability of organizational transformation. The value of this study lies in: through the case study on the strategic transformation of a typical private enterprise such as MD Group, this paper analyzes how to get rid of the existing predicament and find out the key factors suitable for the organization through the special project. And the analysis of these factors, so as to put forward the specific strategy of strategic transformation. The results show that in the complex and changeable market environment, manufacturing enterprises can only return to the basic level of enterprises, strengthen their own construction, focus on the three strategic axes of global management, such as product leading, efficiency driving, and focus on industry. In order to construct a customer-oriented agile organization and to make the base industry evergreen, MD has achieved the initial success of strategic transformation by doing a good job of products, implementing business simplification, improving efficiency, and managing the market well as the transition path, so as to build a customer-oriented agile organization. It provides experience and inspiration for its own development and other enterprises to carry out strategic transformation, and can guide the development of transformation in the next step.
【学位授予单位】：昆明理工大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F426.6;F272

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