莱茵体育（公司）战略转型研究

发布时间：2018-06-14 18:23

本文选题：莱茵体育（公司） + 战略转型　；参考：《成都体育学院》2017年硕士论文

【摘要】：随着我国经济新常态和产业结构调整,作为朝阳产业的体育产业未来将迎来新发展,2015年有430多亿元资金投资体育产业,这些投资能否取得相应的产出并取得成功,其战略落地是关键因素之一。本文以从地产转型体育的莱茵达体育发展股份有限公司(简称莱茵体育(公司))为例,结合文献分析法、案例分析法、实地调查法等多种研究方法,按战略转型的动因、路径以及绩效评价流程,通过分析我国宏观环境、体育产业与竞争环境以及莱茵体育(公司)内部资源能力,提出了莱茵体育(公司)战略定位,并在战略研究基础上提出基于战略的绩效评价体系,以保障战略成功实施和落地。研究结论如下:(1)目前我国体育产业宏观环境特点表现如下:一是国家政策方针大力支持体育产业;二是面对我国经济新常态、产业结构转型升级压力下,体育产业由于其潜在巨大的经济增长潜力、增加的就业人口数、极强的产业关联性及融合性深受各界青睐;三是受消费升级影响,我国居民将更注重精神消费;四是科技发展扩大体育产业外延和内涵,增大体育产业未来的增加值。(2)目前我国体育产业现状是各路资本蜂拥而入、电子竞技异军突起、各类赛事吸引眼球、科技体育多元融合;未来我国体育产业的发展表现为体育产业发展以企业为主、体育产业结构以服务为主、体育消费需求呈现多层次和多元化、体育产业强大的联动性带动其他关联产业的发展;目前我国体育产业主要竞争力量按资金来源可分为三类:一是腾讯集团、乐视体育、PPTV体育等主营业务在传媒方面的资金,二是万达体育、阿里体育等背靠实力雄厚商业企业的资金,三是以光大体育产业基金为代表的投资基金类资金。(3)莱茵体育(公司)目前处于地产业务生命曲线和体育业务生命曲线的结合处,为达成公司目标,现应加快实现体育业务落地;公司前身作为一家地产企业,丰富的地产运营经验和充足的现金流助力此次战略转型。(4)面对进入体育产业的企业竞争激烈化和战略同质化的倾向,在这样的机会与挑战面前,莱茵体育(公司)应利用自身的资源和能力优势形成核心竞争力,因此,建议莱茵体育(公司)的战略定位应该以差异化为核心,以价值链和产业链增值为两翼,在目前众多业务中应结合体育产业与公司共同的优势,具体就是以体育赛事为中心拉动体育地产和“互联网+体育”的发展,形成“一个中心+两翼协同发展”的战略格局。差异化是指以独特理念,打造差异化的经营模式,为顾客提供健康和快乐;价值链增值是指深入挖掘价值链各个环节利润增长因素,推动价值链增值;产业链增值包括通过对产业链横向和纵向进行扩张,推动产业融合,促进产业集群发展,同时通过提供全面的综合性体育服务、整合产业链资源、实施股权投资,提高产业链运营效率,推动产业链增值。(5)由于战略转型的最后一步就是绩效评价,建议莱茵体育(公司)采用结合平衡计分卡(BSC)与关键绩效指标(KPI)相结合的绩效评价体系,设定财务指标、顾客指标、内部运营指标、创新与学习指标这四大维度中的关键指标,同时提出莱茵体育(公司)在实际设计该绩效评价体系时应注意的前瞻原则、科学原则、公正原则、严格原则、沟通原则,注意不同时期的战略重点来设计不同指标的权重,并注意要通过内部培训得到公司内部员工广泛认同。
[Abstract]:With the new normal economy and the adjustment of the industrial structure, the sports industry, as the sunrise industry, will have a new development in the future. In 2015, about 43000000000 yuan is invested in sports industry. Whether these investments can produce the corresponding output and succeed, the strategic landing is one of the key factors. As an example, the Limited by Share Ltd (Rhine sports (Corporation)) is used as an example, combining the literature analysis, case analysis, field investigation and other research methods, according to the motivation of the strategic transformation, the path and the performance evaluation process, and by analyzing the macro environment of our country, the sports industry and the competitive environment and the internal resources ability of the Rhine sports (company). Rhine sports (company) strategic positioning, and on the basis of strategic research, put forward the performance evaluation system based on strategy to ensure the successful implementation and landing of the strategy. The conclusions are as follows: (1) the characteristics of the macro environment of the sports industry in China are as follows: first, the national policy and policy are strongly supported by the sports industry; and the two is to face the new normal economy of our country, Under the pressure of industrial structure transformation and upgrading, because of its potential huge potential economic growth, the increase of the number of employment population, the strong industrial relevance and integration are favored by all walks of life. Three is influenced by the consumption and upgrading, our residents will pay more attention to spiritual consumption; the four is to expand the extension and connotation of sports industry and increase the sports industry. The increasing value of the future of the industry. (2) the present situation of sports industry in China is the flocking of all kinds of capital, the emergence of electronic competitive forces, all kinds of events attracting the eyeballs, and multi fusion of scientific and technological sports. The development of sports industry in the future shows that the development of sports industry is mainly the development of sports industry, the structure of physical education is mainly service, and the demand for sports consumption is more and more Level and diversification, the strong linkage of sports industry promotes the development of other related industries. At present, the main competitive power of sports industry in China can be divided into three categories according to the source of funds: one is Tencent group, music sports, PPTV sports and other main business in the media, two is Wanda sports, Ali sports and other strong commercial enterprises The capital of the industry, three is the investment fund funds represented by the Guangda sports industry fund. (3) Rhine sports (company) is currently in the combination of the life curve of the real estate business and the life curve of the sports business. In order to achieve the goal of the Achieve Inc, the sports business should be speeded up to the ground; the company's predecessor as a real estate enterprise, the rich real estate operation classics (4) facing the tendency of fierce competition and strategic homogenization of enterprises entering the sports industry, in the face of such opportunities and challenges, Rhine sports (companies) should make use of their own resources and ability advantages to form the core competitiveness. Therefore, it is suggested that the strategic positioning of Rhine sports (company) should be located. The difference in the core, the industrial chain and the value chain of value-added for the wings, should be combined with the advantages of sports industry together with the company in many business, specifically to the Sports Center for stimulating sports estate and "Internet plus sports" development, the formation of strategic pattern of "one center + two wing coordinated development" refers to the difference. The value chain value added is to dig into the factor of profit growth in each link of the value chain and promote the value chain value added. The value added of the industry chain includes expanding the industry chain horizontally and vertically, promoting the industrial convergence, promoting the development of the industrial cluster, and providing the development of the industrial cluster at the same time. Comprehensive comprehensive sports service, integration of industrial chain resources, the implementation of equity investment, the improvement of the operation efficiency of the industrial chain, and the promotion of the value-added of the industrial chain. (5) the final step of the strategic transformation is the performance evaluation. It is suggested that the Rhine sports (company) adopt a performance evaluation system combined with the combined Balanced Scorecard (BSC) and the key performance index (KPI). Financial index, customer index, internal operation index, innovation and learning index are the key indicators of the four dimensions. Meanwhile, it puts forward the foresight principles, scientific principles, justice principles, strict principles, communication principles, and the strategic focus of different periods to design different points in Rhine sports (company). The weight of the target and the internal training should be widely recognized by the internal staff.
【学位授予单位】：成都体育学院
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：G80-05

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