GD公司发展战略研究
发布时间：2018-12-09 17:25
【摘要】：GD公司是一家从事特种制冷研发、制造、销售于一体的小微企业。公司成立于2012年年底,公司当前业务的目标市场主要是冶金行业。2012年底的冶金行业实际是处于国家4万亿救市后需求再次回落的阶段。也就是说公司是在目标市场不景气的时候成立的。为什么在目标市场不景气的时候,公司还会进入这个行业呢?一方面是我们的投资、管理团队在特种制冷领域有十多年的经验积累,对这个行业很熟悉；另一方面,通过对客户资源的仔细分析,采用差异化的策略,小规模的公司生存下来没有问题。公司经营近两年以来,虽然有盈利有发展,但公司在管理上存在不少问题,公司的持续发展后劲不足;公司二、三季度很忙,一、四季度产能放空。论文系统地分析了GD公司当前的状况,筛选出适合公司发展的最佳战略,同时对战略实施的措施也进行了分步落实。能够指引GD公司的近期发展,对公司长远规划也理清了思路。首先,论文运用企业战略管理、市场营销的基本理论和分析方法,运用PEST分析、波特五力模型等分析工具,对GD公司的外部环境从政治法律、经济、社会文化、技术和特种制冷行业及其目标市场进行了仔细分析。在公司的发展过程中,清楚有哪些发展机遇同时将面临什么威胁。其次,运用波士顿矩阵和SWOT分析等工具对GD公司自身的优劣势从公司内部环境及所有资源、能力方面进行了分析。然后运用定量战略计划矩阵进行了量化分析。发现公司现有产品组合不均衡且市场需求四个季度不均衡。为公司今后的发展,明确管理上需要加强和完善的地方；产品上需要培育的“幼童”,以及公司要不断发展需要另外进入有能力进入的行业,如新能源光伏行业。最后,明确了适合公司发展的最佳战略之后,制定了与之匹配的实施策略和落实了保障措施。确保按公司短期目标和中长期规划发展、壮大,回报社会、员工和股东。作者作为GD公司的一员,论文的研究结果对GD第一个五年规划有很强的指导作用,为GD今后的发展指明了方向。同时,对后续进入的小微同行者战略的制定和实施有一定的借鉴意义。
[Abstract]:GD is a special refrigeration R & D, manufacturing, sales in one small micro-enterprise. The company was founded at the end of 2012, the main target market for the company's current business is the metallurgical industry. The metallurgical industry at the end of 2012 is actually in the stage of falling demand after the national rescue of 4 trillion yuan. That is to say, the company was set up when the target market was depressed. Why do companies enter the industry when the target market is in the doldrums? On the one hand, our investment, management team in the field of special refrigeration has more than 10 years of experience, very familiar with the industry; On the other hand, through the careful analysis of customer resources, adopting the strategy of differentiation, small companies survive without problems. In the past two years, although the company has made a profit and developed, there are many problems in the management of the company, the company's sustained development is not strong enough; the company is very busy in the second and third quarters, and in the first and fourth quarters, the production capacity is empty. This paper systematically analyzes the current situation of GD Company, and selects the best strategy suitable for the development of the company. At the same time, the measures of implementing the strategy are carried out step by step. Can guide the GD company's recent development, the company's long-term planning is also clear ideas. First of all, using the basic theory and analysis method of enterprise strategic management, marketing, PEST analysis and Porter's five Force Model, the paper analyzes the external environment of GD Company from political law, economy, social culture, etc. Technical and special refrigeration industry and its target market were carefully analyzed. In the development of the company, know what development opportunities will be faced with what threats. Secondly, using Boston matrix and SWOT analysis tools to analyze the advantages and disadvantages of GD company from the internal environment, all the resources, capabilities. Then the quantitative strategic planning matrix is used for quantitative analysis. Found that the company's existing product portfolio is uneven and market demand is not balanced for four quarters. For the future development of the company, it is clear that the management needs to be strengthened and improved, the "young children" that need to be nurtured in the products, and that the company needs to enter other industries with ability to enter, such as the new energy photovoltaic industry. Finally, after defining the best strategy suitable for the development of the company, the corresponding implementation strategy and safeguard measures are formulated. Ensure short-term and medium-to-long-term development, growth, and return to the community, employees and shareholders. As a member of GD Company, the research results of this paper have a strong guiding effect on the first five-year plan of GD, and point out the direction for the development of GD in the future. At the same time, it has certain reference significance for the development and implementation of the small and micro peer strategy.
【学位授予单位】：西南交通大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F272;F426.3
[Abstract]:GD is a special refrigeration R & D, manufacturing, sales in one small micro-enterprise. The company was founded at the end of 2012, the main target market for the company's current business is the metallurgical industry. The metallurgical industry at the end of 2012 is actually in the stage of falling demand after the national rescue of 4 trillion yuan. That is to say, the company was set up when the target market was depressed. Why do companies enter the industry when the target market is in the doldrums? On the one hand, our investment, management team in the field of special refrigeration has more than 10 years of experience, very familiar with the industry; On the other hand, through the careful analysis of customer resources, adopting the strategy of differentiation, small companies survive without problems. In the past two years, although the company has made a profit and developed, there are many problems in the management of the company, the company's sustained development is not strong enough; the company is very busy in the second and third quarters, and in the first and fourth quarters, the production capacity is empty. This paper systematically analyzes the current situation of GD Company, and selects the best strategy suitable for the development of the company. At the same time, the measures of implementing the strategy are carried out step by step. Can guide the GD company's recent development, the company's long-term planning is also clear ideas. First of all, using the basic theory and analysis method of enterprise strategic management, marketing, PEST analysis and Porter's five Force Model, the paper analyzes the external environment of GD Company from political law, economy, social culture, etc. Technical and special refrigeration industry and its target market were carefully analyzed. In the development of the company, know what development opportunities will be faced with what threats. Secondly, using Boston matrix and SWOT analysis tools to analyze the advantages and disadvantages of GD company from the internal environment, all the resources, capabilities. Then the quantitative strategic planning matrix is used for quantitative analysis. Found that the company's existing product portfolio is uneven and market demand is not balanced for four quarters. For the future development of the company, it is clear that the management needs to be strengthened and improved, the "young children" that need to be nurtured in the products, and that the company needs to enter other industries with ability to enter, such as the new energy photovoltaic industry. Finally, after defining the best strategy suitable for the development of the company, the corresponding implementation strategy and safeguard measures are formulated. Ensure short-term and medium-to-long-term development, growth, and return to the community, employees and shareholders. As a member of GD Company, the research results of this paper have a strong guiding effect on the first five-year plan of GD, and point out the direction for the development of GD in the future. At the same time, it has certain reference significance for the development and implementation of the small and micro peer strategy.
【学位授予单位】：西南交通大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F272;F426.3
【参考文献】
相关期刊论文 前4条
1 张丽;;无边界组织探析——基于集团、企业、车间三层次的案例研究[J];华东经济管理;2008年05期
2 李秋平;于文艳;;太阳能喷射制冷系统的热力学，
本文编号：2369755
本文链接：https://www.wllwen.com/guanlilunwen/yingxiaoguanlilunwen/2369755.html
