S公司战略诊断与制定

发布时间：2019-06-21 16:33

【摘要】：在我国当前的经济发展中，中小企业是一股重要而活跃的力量，不但是繁荣市场最活跃的生力军，而且占据国民经济半壁江山。相对于国有大型企业，大型跨国企业，它们规模小、实力差，处于弱势地位，度过了创业初期的艰难后，没有深思熟虑去决定它的发展方向和执行既定战略，也没有注意到自身出现的管理问题和战略是相关联的，很少研究战略管理，在经济市场中打拼，成功的机会在是很小的。因此、制定和选择适合自身特点的发展战略并能贯彻执行对中小企业来说尤为重要。本文选取了深圳市S公司作为研究对象。这是一家专业生产有机硅材料的公司，也是中国首家成功自主研发大规模生产注射成型液体硅橡胶的企业。近年来，随着公司从成长期到成熟期的不断发展，暴露一些问题：年度计划无有效实施，缺乏有效的战略执行手段和保障措施，在经营活动、行动计划、人力资源规划、内部沟通和流程管理等方面与战略脱节。通过对其战略管理的研究并制定出有效的战略方案，帮助企业持续发展。为使本文在形成中能够深入、客观和实用，采用了调查法、观察法、文献研究、理论结合实际和定性结合定量等研究方法。全篇主要研究三个方面的内容：首先是应用卓越绩效模式对S公司战略管理现状的诊断评价，确定战略管理方面待改进的项目内容。其次是对企业内、外部环境进行分析，包括应用PEST模型对企业政治、法律，经济，文化，技术环境的分析；五力模型对企业的竞争对手，顾客，供应商，新进入者和替代品的分析；核心竞争力识别，生产计划、营销、人力资源、技术、策划、沟通等能力分析；应用SWOT分析识别出优势、劣势、机会和威胁。第三是战略的制定，在战略分析基础上制定关键对策，并进行战略选择；对公司级战略和目标进行评价及调整，并将其展开至各个职能部门。应用了平衡计分卡，将战略举措分解，并制定出公司级战略目标，围绕战略目标制定各部门战略指标和行动计划与措施；最后确定绩效监测方案，季度评审，半年总结，年度滚动式调整。本文研究的意义在于通过战略管理的整个流程实施，带动企业管理的全面提升，为实现“卓越”打好基础，同时，也给其他中小企业如何制定战略提供了参考。
[Abstract]:In the current economic development of our country, small and medium-sized enterprises are an important and active force, which is not only the most active force in the prosperous market, but also accounts for half of the national economy. Compared with large state-owned enterprises, large multinational enterprises are small in scale, poor in strength and in a weak position. After passing through the difficulties in the early stage of starting a business, they have not considered carefully to determine its development direction and implement the established strategy, nor have they noticed that their own management problems and strategies are related. There is little research on strategic management, and the chances of success in the economic market are very small. Therefore, it is particularly important for small and medium-sized enterprises to formulate and choose development strategies suitable for their own characteristics and to implement them. In this paper, Shenzhen S Company is selected as the research object. This is a professional production of silicone materials company, but also the first in China to successfully develop large-scale production of injection molding liquid silicone rubber enterprises. In recent years, with the continuous development of the company from the growth period to the mature period, some problems have been exposed: the annual plan is not effectively implemented, the lack of effective strategic implementation means and safeguard measures, and is out of touch with the strategy in the aspects of business activities, action plans, human resources planning, internal communication and process management. Through the research of its strategic management and formulate an effective strategic plan to help the sustainable development of enterprises. In order to make this paper deep, objective and practical in the formation of this paper, the methods of investigation, observation, literature research, theory combined with practice and qualitative and quantitative research are adopted. The whole paper mainly studies three aspects: first of all, the application of excellent performance model to the diagnosis and evaluation of the current situation of strategic management of S company, to determine the strategic management of the project content to be improved. Secondly, it analyzes the internal and external environment of the enterprise, including the application of PEST model to the analysis of enterprise politics, law, economy, culture and technical environment; the analysis of the competitors, customers, suppliers, new entrants and substitutes of the enterprise by the five-force model; the identification of core competitiveness, production planning, marketing, human resources, technology, planning, communication and so on. SWOT analysis is used to identify strengths, weaknesses, opportunities and threats. The third is the formulation of strategy, the formulation of key countermeasures on the basis of strategic analysis, and the strategic choice; evaluate and adjust the strategy and objectives at the corporate level, and spread it to various functional departments. The balanced scorecard is applied to decompose the strategic measures, and formulate the strategic objectives at the corporate level, and formulate the strategic indicators and action plans and measures of each department around the strategic objectives. Finally, the performance monitoring scheme, quarterly review, semi-annual summary and annual rolling adjustment are determined. The significance of this paper is to promote the overall promotion of enterprise management through the implementation of the whole process of strategic management, and to lay a good foundation for the realization of "excellence". At the same time, it also provides a reference for other small and medium-sized enterprises to formulate strategies.
【学位授予单位】：华南理工大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F272;F426.72

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