TYC公司竞争力研究

发布时间：2018-04-20 18:30

本文选题：核心竞争力 + 资源优化　；参考：《华东理工大学》2015年硕士论文

【摘要】：随着改革开放的深入发展,氯碱行业也迎来了崭新的发展机遇和挑战。国家相关部门出台了一系列政策,涉及氯碱行业的产业政策、节能环保、结构调整、产业安全等方面,明确了氯碱行业产业调整的基调和方向。通过收购、兼并、重组、联营等多种形式,提高产业集中度,发展规模经济,淘汰落后产能,加快产业结构调整,是氯碱行业的重要目标,以进一步提高传统煤化工等产业的能消、环保、资源综合利用等方面的准入门槛。国家有关部门推出了《石化产业调整和振兴规划》(国发[2009]16号)《石油和化工产业结构调整指导意见》、《石油和化工产业振兴支撑技术指导意见》《清洁生产标准氯碱工业(烧碱)》(HJ 475-2009)。TYC是中国最大的氯碱化工生产企业之一,其主要产品PVC产量在全国名列全茅,且具有品牌、质量、工艺先进等优势。2014年销售额近73.8亿元,利润2.38亿元。然而公司长期来没有注重培养企业的核心竞争力,加之公司发展战略定位上的偏异。随着国内同行企业的快速发展和市场竞争的不断加剧,公司原有的竞争优势逐渐丧失,近几年来,企业效益开始下滑,面对国内外企业产品的冲击,产品成本居高不下,市场份额逐年下降,品牌的社会影响力不断削弱,管理体制和市场营销体系等弊端暴露无遗,原由的竞争优势受到巨大冲击。在TYC核心竞争力逐渐丧失的背景下,本文分析了TYC竞争格局转变必要性,并同时对市场竞争激烈问题,成本上涨问题,安全压力问题等进行了详细的研究。核心竞争力下降的主要原因,是由于公司对产品研发,资源布局,营销模式等没有抓住机遇。本位认为解决问题的策略,可以通过统筹规划资源,重点建设研发、示范、生产三大基地；“跨市发展”战略,形成新产业链；优化资源利用,加快结构调整步伐；推进三大战略,转变经济增长模式；管理创新,提供高经济运行质量。最后,TYC公司应以科学发展观为指导,以科技创新为动力,以“提升运行水平,争得生存时间；优化资源利用,致力结构调整”为指导思想,坚守主业,加快盘活存量资产,加快调整结构步伐,加快转变增长方式,夯实基础,做好调整、改造、转型工作。
[Abstract]:With the deepening development of reform and opening up, chlor-alkali industry also ushered in a new development opportunities and challenges. The relevant departments of the state have issued a series of policies involving the industrial policies of the chlor-alkali industry, energy saving and environmental protection, structural adjustment, industrial safety, and so on, and made clear the tone and direction of the industrial adjustment of the chlor-alkali industry. Through various forms, such as acquisitions, mergers, reorganization and joint ventures, it is an important objective of the chlor-alkali industry to improve industrial concentration, develop economies of scale, eliminate backward production capacity, and speed up the adjustment of industrial structure. In order to further improve the traditional coal chemical industry energy dissipation, environmental protection, comprehensive utilization of resources and other aspects of the entry threshold. The relevant departments of the State have issued the "Plan for Adjustment and Revitalization of the Petrochemical Industry" (Guofa [2009] 16), the guiding opinions on the restructuring of Petroleum and Chemical Industries, and the guidance on supporting Technology for the Revitalization of Petroleum and Chemical Industries, "Cleaner production Standards for Chlor-alkali Industry" Industry (caustic soda) > HJ 475-2009).TYC is one of the largest chlor-alkali chemical enterprises in China. Its main product PVC production ranks first in the whole country, and has brand, quality, advanced technology and other advantages. 2014 sales of nearly 7.38 billion yuan, profit 238 million yuan. However, the company has not paid attention to cultivating the core competitiveness of enterprises for a long time. With the rapid development of domestic peer enterprises and the increasing market competition, the original competitive advantage of the company is gradually lost. In recent years, the efficiency of the enterprise began to decline, in the face of the impact of domestic and foreign enterprise products, product costs remain high. The market share drops year by year, the social influence of the brand is weakened, the malpractice of management system and marketing system is exposed, and the original competitive advantage is greatly impacted. Under the background of the gradual loss of TYC core competence, this paper analyzes the necessity of changing the competition pattern of TYC, and at the same time makes a detailed study on the fierce market competition, the rising cost, the safety pressure and so on. The main reason for the decline of core competence is the lack of opportunities for product development, resource distribution and marketing model. The standard holds that the strategy of solving the problem can be solved by planning resources as a whole, focusing on the construction of three bases of research and development, demonstration and production, forming a new industrial chain through the strategy of "cross-city development", optimizing the utilization of resources, and speeding up the pace of structural adjustment. Promote the three major strategies, change the economic growth model, management innovation, provide high quality of economic operation. Finally, TYC company should take the scientific development view as the guidance, take the science and technology innovation as the motive force, "raise the operation level, strive for the survival time, optimize the utilization of resources, devote to the structural adjustment" as the guiding ideology, stick to the main business, speed up the revitalization of the stock assets. Speed up the pace of structural adjustment, speed up the transformation of growth mode, consolidate the foundation, and do a good job of adjustment, transformation, transformation.
【学位授予单位】：华东理工大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F271;F426.7

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