莱钢集团多元化战略研究

发布时间：2018-08-14 18:55

【摘要】：多元化战略是企业普遍采取的一种经营战略。特别当企业发展到一定阶段之后,无论企业是出于利用市场势力、获得范围经济、规避行业风险的外部动因,还是出于降低交易成本,获得协同效应、利用剩余资源的内部考虑。成功的多元化经营往往能够给企业带来可观的经济利益,促进企业向前发展,而盲目或者过度地开展多元化经营,则会在一定程度上给企业带来不必要的经营困境。因此,一个企业是否基于自身实际,选择了一条正确的多元化发展道路,就成为这个企业能否顺利实行多元化战略的关键性因素。自上世纪90年代,我国企业开始纷纷实行多元化经营,多元化战略一度成为了一种主流模式,普遍在我国大中型企业中得以运用。莱钢集团也在此阶段开始走向了多元化经营的历程,集团多元化的过程先后经历了孕育、扩张、整合三个历史性阶段,最终形成了涵盖二十多个业务单元,涉及十多个行业,由六大部分组成的一个相对完整的多元产业体系。莱钢集团实施多元化战略在一定程度上取得了成功,特别是近几年,多元产业的蓬勃发展,给钢铁主业处于“微利”时期的集团公司带来了生机与活力,集团收获的丰厚的投资回报,帮助企业渡过难关。但是,集团在推进多元化的过程当中,也存在许多矛盾突出的问题,一度成为制约公司多元化发展的瓶颈。因此,需要企业站在集团整体的的高度,用全局的眼光,全盘考虑集团目前在多元化发展过程中存在的问题,与此同时,企业如何在复杂的竞争环境和转瞬即逝的市场机遇背景下,科学、合理的布局多元产业,优化配置资源如何能够把握机遇使多元产业在风云变幻的市场竞争中脱颖而出,也成为集团目前多元化发展面临的困境与难题。本文以莱钢集团作为研究对象,在搜集公司大量史实资料的基础上,对其多元化战略实证分析。首先,介绍莱钢多元产业的发展现状,并将莱钢涉及的多元化产业归纳整合为六大板块,运用搜集得来的史实资料对每个多元产业进行客观的描述,并试对其在多元化的经营过程当中存在的一些问题进行总结。其次,对集团进行外部环境PEST分析,论述企业实施多元化战略的必要性；对集团进行内部SWOT分析,论述企业实施多元化战略的可行性,并通过SWOT评分表得出集团适合采取的多元化发展战略。第三,应用GE矩阵,从行业吸引力和业务竞争力两个层面,对莱钢旗下的多元业务进行评估,明确集团多元产业的重点与核心,并以此对集团的多元化产业板块进行调整和布局、明确产业各自的发展方向。最后,总结集团实施多元化战略的一系列保障性措施,希望以此达到集团进一步整合相关资源,优化产业结构,形成科学、合理的多元产业布局,获得企业永续经营的目标,同时希望这些措施能够给我国其他钢铁企业进行多元化经营带来一定程度上的启示。
[Abstract]:Diversification strategy is a kind of management strategy adopted by enterprises. Especially when the enterprise develops to a certain stage, whether it is out of the external motivation of utilizing market power, obtaining scope economy, avoiding industry risk, or reducing transaction cost and obtaining synergy effect, Use the remaining resources for internal consideration. Successful diversification can often bring considerable economic benefits to enterprises and promote the development of enterprises, while blindly or excessively carrying out diversified management will bring unnecessary difficulties to enterprises to a certain extent. Therefore, whether an enterprise chooses a correct path of diversification based on its own reality becomes the key factor for the successful implementation of diversification strategy. Since the 1990s, Chinese enterprises began to carry out diversified management one after another, and diversification strategy once became a mainstream mode, which was widely used in large and medium-sized enterprises in our country. At this stage, Laigang Group also began to move towards the process of diversified management. The process of diversification of the Group experienced three historical stages, namely, gestation, expansion and integration, and finally formed more than 20 business units, involving more than 10 industries. Consists of six parts of a relatively complete diversified industrial system. The implementation of diversification strategy of Laigang Group has been successful to some extent, especially in recent years, the vigorous development of diversified industries has brought vitality and vitality to the group companies in the period of "little profit" in the main industry of iron and steel. The group reaped the rich investment return, helps the enterprise to tide over the difficulty. However, in the process of promoting diversification, the group also has many contradictions and prominent problems, which once became the bottleneck restricting the development of diversification. Therefore, it is necessary for enterprises to stand at the height of the group as a whole, to take a holistic view of the problems existing in the process of diversification of the group, and at the same time to consider the problems existing in the process of diversification of the group. Under the background of complex competitive environment and fleeting market opportunity, how can enterprises scientifically and reasonably distribute diversified industries, how to optimize allocation of resources and how to grasp the opportunities to make diversified industries stand out in the changing market competition? It also becomes the dilemma and difficult problem that the group faces in the development of diversification at present. In this paper, Laigang Group as the research object, on the basis of collecting a large number of historical facts of the company, the diversification strategy of empirical analysis. First of all, it introduces the development status of multiple industries in Laiwu Iron and Steel Co., Ltd., and integrates the diversified industries involved in Laiwu Iron and Steel Co into six major plates, and uses the collected historical facts to describe each diversified industry objectively. And try to its diversification process in the existence of some problems. Secondly, the paper analyzes the external environment PEST of the group, discusses the necessity of implementing the diversification strategy, and discusses the feasibility of implementing the diversification strategy on the basis of the internal SWOT analysis of the group. And through the SWOT score table to get the group suitable to adopt the diversification development strategy. Third, using GE matrix, from the two aspects of industry attraction and business competitiveness, to evaluate the diversified business of Laiwu Iron and Steel Co., Ltd., and to clarify the focus and core of the group's diversified industries. On this basis, the group's diversified industry plate adjustment and layout, to clarify the respective development direction of the industry. Finally, it summarizes a series of safeguard measures to implement diversification strategy, hoping to achieve the goal of further integrating related resources, optimizing industrial structure, forming scientific and rational multi-industry layout, and obtaining the goal of sustainable management of enterprises. At the same time, I hope these measures can bring some enlightenment to other iron and steel enterprises in our country.
【学位授予单位】：山东大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F426.31;F272

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