上海S有限公司创业管理研究

发布时间：2018-01-21 21:58

本文关键词： 创业管理差异化团队组建商机资源　出处：《上海外国语大学》2014年硕士论文　论文类型：学位论文

【摘要】：随着经济的发展，政策的支持，创业成为越来越多人的选择。而这些新建的企业也逐渐成为社会发展的主要支撑，不仅为经济发展、社会和谐稳定上做出了重要的贡献，同时也成为技术革新的主力军。然而，和国内的创业热潮相比，对于创业管理的研究甚少。这也导致了我们新创企业寿命短、竞争力不足、不可持续发展的现状。特别对于那些规模较小的生产制造型企业来讲，该问题尤为明显。 S公司成立于2008年，适逢金融危机时刻，但S公司却在很短的时间内取得不俗的业绩，年平均增长率超过60%，在某些领域内，成为最大的风机供应商。这在竞争异常激烈的风机市场，实属少见。作者选择S公司作为考察对象，作者发现，S公司在其团队组建、商机分析及选择、资源整合以及过程管理这几个环节中相比其它创业企业，有很多独到之处。本文以此为案例，对整个过程进行分析，提炼总结经验，并希望这些经验能够对中小的创业型企业提供有价值的借鉴。文章基于现有创业模型基础上，建立S公司的创业模型，以此为中心，展开论述。文章中，首先从团队组建入手，对于如何组建创业团队，什么样的团队能够走得更远？创业企业到底该“任人唯亲”还是“任人唯贤”等进行论述，其次就如何选择合适的商机，避免机会陷阱进行了分析，S公司为何能够在整个行业不景气的情况下，却取得高速增长？这很大程度上取决S公司所选择的商机，商机必须具有较高的技术门槛、熟悉市场运作，具有较大潜力、丰厚利润，，这是S公司选择商机所考虑的要素。其次对于S公司所拥有的资源进行了阐述，从声誉资源、智力资源、技术资源以及生产性质资源这几个维度进行分析，S公司如何利用这些资源来满足商机需求？最后是对S公司的过程管理进行概述，S公司取得成功很大程度上得益于其差异化、专注化的市场营销策略以及供应商管理策略，本文也重点从这两个个角度进行分析，什么样的市场及供应商策略更适合创业型的企业？综上所述，创业型的企业要想在激烈的竞争环境中取得成功，必须拥有牢固的团度基础，不可替代和复制的资源，选择合适的商机以及具有前瞻性的策略管理，只有这样企业才能走得更远。
[Abstract]:With the development of economy and the support of policies, entrepreneurship has become the choice of more and more people, and these newly built enterprises have gradually become the main support of social development, not only for economic development. Social harmony and stability have made important contributions, but also become the main force of technological innovation. However, compared with the domestic entrepreneurial boom. The research on entrepreneurial management is very few. This also leads to the short life span of our new enterprises, insufficient competitiveness and unsustainable development, especially for those small production and manufacturing enterprises. The problem is particularly obvious. S company was founded in 2008, coinciding with the financial crisis, but S company in a very short period of time to achieve good results, the annual average growth rate of more than 60, in some areas. Become the largest fan supplier. This is rare in the highly competitive fan market. The author selected S company as the object of investigation. The author found that S company in its team formation, business opportunities analysis and selection. Resources integration and process management in these links compared with other entrepreneurial enterprises, there are many unique. This paper takes this as a case to analyze the whole process, extract and sum up the experience, and hope that these experiences can provide valuable reference for small and medium-sized entrepreneurial enterprises. The article is based on the existing entrepreneurial model. In this paper, starting with team building, what kind of team can go further as to how to set up a start-up team? Entrepreneurship should be "cronyism" or "appointment of meritocracy" and so on. Secondly, it analyzes how to choose the appropriate business opportunities and avoid the opportunity trap. Why is S Company able to achieve rapid growth in the recession of the entire industry? This largely depends on the business opportunities selected by S Company, the business opportunities must have a higher technical threshold, familiar with market operation, with greater potential, rich profits. This is the factor of S company to choose business opportunities. Secondly, the resources owned by S company are expounded, from the reputation resources, intellectual resources, technical resources and production resources of these several dimensions are analyzed. How can S use these resources to meet its business needs? Finally, the paper summarizes the process management of S Company. The success of S Company is largely due to its differentiation, focused marketing strategy and supplier management strategy. This paper also focuses on the analysis from these two angles, what kind of market and supplier strategy is more suitable for entrepreneurial enterprises? To sum up, if entrepreneurial enterprises want to succeed in the fierce competitive environment, they must have a solid group of resources that can not be replaced and copied. Choose the right business opportunities and forward-looking strategic management, only in this way enterprises can go further.
【学位授予单位】：上海外国语大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F272;F426.4

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