ZT外贸公司经营战略转型研究

发布时间：2019-04-11 06:34

【摘要】：ZT外贸公司是一家省级大型国有外贸集团的全资子公司。自1999年成立以来,该公司依托集团公司的国有优势和自身的专业特色,产品远销50多个国家和地区,进口商品市场也遍及117个国家和地区,已成为浙江省最大的专业进出口商之一。然而,近几年随着国际经济的不景气以及国内经济进入新常态,公司经营业绩全面下滑,由此引发的问题和矛盾也接踵而至。面对这些挑战,公司必须做出战略调整和业务转型。本文首先对公司的经营状况和现有战略作出客观的评价,在此基础上借助SWOT方法分析了公司自身优势和劣势,以及面临的外部机遇与威胁,进而明确了公司战略转型的基本方向和总体方案,并就公司战略的实施提出自己的见解和具体的策略。研究表明,ZT外贸公司在资金、技术、品牌和销售渠道等方面依然具有一定的优势,但战线拉得过长,供应商资源过于分散,盈利模式单一,管理体制滞后等。面对外部机遇与威胁,ZT外贸公司应转变现有的以代理为主、自营为辅的经营模式,通过拓展自身的优势业务,积极探索自营的新模式。但战略转型并非一蹴而就,公司必须制定规划分步实施、稳步推进。在战略实施过程中,要加强制度和文化建设,通过建立有效的奖惩激励机制,激发各个层面员工的积极性、主动性和创造性。此外,还要注重风险的管理和控制。
[Abstract]:ZT Foreign Trade Company is a wholly-owned subsidiary of a large state-owned foreign trade group at the provincial level. Since its establishment in 1999, the company has relied on the state-owned advantages of the Group Company and its own professional characteristics, and its products have been exported to more than 50 countries and regions, and the market for imported goods has also spread to 117 countries and regions. Has become one of the largest professional importers and exporters in Zhejiang Province. However, in recent years, with the recession of the international economy and the entry of the domestic economy into the new normal, the overall decline in the company's operating performance, resulting in problems and contradictions also ensued. In the face of these challenges, the company must make strategic adjustments and business transformation. First of all, this paper makes an objective evaluation of the company's management status and existing strategy. On this basis, it analyzes the company's own strengths and weaknesses, as well as the external opportunities and threats faced by the company with the help of the SWOT method. Furthermore, the paper clarifies the basic direction and overall plan of the company's strategic transformation, and puts forward his own opinions and concrete strategies on the implementation of the company's strategy. The research shows that ZT foreign trade company still has certain advantages in the aspects of capital, technology, brand and sales channel, but the front is too long, the supplier resources are too dispersed, the profit model is single, the management system lags behind, and so on. In the face of external opportunities and threats, ZT foreign trade company should change the existing management mode, which is mainly agent-based and self-supporting, and actively explore the new mode of self-management by expanding its own advantage business. However, the strategic transformation is not achieved overnight, the company must make a step-by-step implementation of the plan, steady progress. In the process of implementing the strategy, it is necessary to strengthen the construction of system and culture, and to stimulate the enthusiasm, initiative and creativity of employees at all levels by establishing an effective incentive mechanism for rewards and punishments. In addition, attention should be paid to risk management and control.
【学位授予单位】：浙江理工大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F752.6

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