W公司战略分析及设计

发布时间：2018-06-27 14:28

本文选题：战略 + 外部环境　；参考：《西南财经大学》2014年硕士论文

【摘要】：战略管理是指对一个企业或组织在一定时期的全局的、长远的发展方向、目标、任务、政策以及资源调配做出的决策和管理艺术,它包括公司在完成具体目标时对不确定因素做出的一系列判断。随着战略管理思想的普及,越来越多企业认识到战略的重要性,也有越来越多的企业家从按个人想法实践到根据管理理论来管理企业。同时,战略管理逐步从大企业进入到中小企业,应用越来越广泛。中国的中小企业是中国经济发展的中坚力量,到2012年6月其数量达到1100万,占国内企业总数的89.1%。过去中小企业一直采取传统的经营模式,而现在具有战略意识的中小企业越来越多。本文的W公司就是其中之一。 W公司为民营汽车零部件生产企业,一方面企业的人力资源水平不高,另一方面企业的基础管理尚未建立完善,从这两方面看该企业无疑是不成功的。但过去十年,在没有战略、基础管理混乱、人力水平不高的情况下,W公司的销售收入从2000万元增加到上亿元。这样的成绩都得益于行业的快速发展及产品特性,即只要获得一个订单,这个订单通常能保证6年的生命力。2010年该企业的销售收入与利润水平都达到了巅峰,但随后开始下降,这使W公司的领导开始意识到,依靠过去十年的方法已经不能使企业得到更好的发展,企业需要有明确的战略目标来指导企业行为了。本文第三章首先通过PEST分析方法对外部政治、经济、社会、技术四方面因素进行了分析,采用EFE矩阵对企业应对外部机会威胁做了总结。第四章通过内部资源与发展能力分析方法对企业内部优势与劣势进行了分析,采用IFE矩阵对优劣势进行了总结。第五章通过SWOT分析方法,得出了企业分别在面临机遇与优势、机遇与劣势、威胁与优势、威胁与劣势四种情况下可能的策略选择,根据这些策略,从组织、市场营销、技术质量、人力资源、财务以及供应链六个方面制定了相应的行动措施。此外,本文还存在很多不足。一是鉴于时间的限制,本文仅能完成战略制定,战略实施还没有进行,后续的战略评价也相应不能进行。二是由于本人在汽车行业的时间较短,对行业的分析可能还不透彻。尽管还有不足,但还是希望通过此研究,为w公司未来的发展提供一些新的思路。本人将在未来的时间里根据战略实施的结果,结合环境变化进行战略调整,以更好地帮助企业发展。
[Abstract]:Strategic management refers to the overall, long-term development direction, objectives, tasks, policies and resource allocation of an enterprise or organization in a certain period of time. It consists of a series of judgments that companies make about uncertainties in meeting specific goals. With the popularization of strategic management thought, more and more enterprises realize the importance of strategy, and more entrepreneurs manage enterprises according to personal thinking and management theory. At the same time, strategic management gradually from large enterprises to small and medium-sized enterprises, more and more widely used. China's small and medium-sized enterprises are the backbone of China's economic development. By June 2012, the number of small and medium-sized enterprises in China reached 11 million, accounting for 89. 1% of the total number of domestic enterprises. In the past, small and medium-sized enterprises have adopted the traditional business model, but now there are more and more small and medium-sized enterprises with strategic consciousness. W Company is one of them. On the one hand, the level of human resources of the enterprise is not high, on the other hand, the basic management of the enterprise has not been established. From these two aspects of the enterprise is no doubt unsuccessful. But in the past decade, sales revenue has increased from 20 million yuan to hundreds of millions of yuan without a strategy, a poorly managed infrastructure and a low manpower level. Such results are due to the rapid growth of the industry and the product nature of the order, which usually holds life for six years. The company's sales and profits peaked in 2010, but then began to decline. This makes the leaders of W Company realize that relying on the methods of the past ten years has not been able to make the enterprise get better development, and the enterprise needs to have clear strategic objectives to guide the enterprise behavior. In the third chapter, the external political, economic, social and technological factors are analyzed by pest analysis method, and the EFE matrix is used to sum up the enterprises' response to the threat of external opportunities. The fourth chapter analyzes the internal strengths and weaknesses of enterprises through the analysis of internal resources and development capabilities, and summarizes the advantages and disadvantages by using IFE matrix. The fifth chapter through the SWOT analysis method, has obtained the possible strategy choice under the opportunity and the superiority, the opportunity and the inferiority, the threat and the superiority, the threat and the inferiority, according to these strategies, from the organization, the marketing, Technical quality, human resources, finance and supply chain six aspects of the corresponding action measures. In addition, there are many shortcomings in this paper. First, due to the time constraints, this paper can only complete the strategy formulation, the implementation of the strategy has not been carried out, the subsequent strategic evaluation can not be carried out. Second, because I am in the automotive industry for a short time, the industry may not be thorough analysis. Although there are still shortcomings, we hope to provide some new ideas for the future development of w Company through this research. In the future, I will adjust the strategy according to the result of strategy implementation and environment change, so as to help the development of enterprise better.
【学位授予单位】：西南财经大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F272;F426.471

【参考文献】