RS公司战略研究

发布时间：2018-07-22 14:29

【摘要】：本文通过对一个以出口导向的典型的传统制造企业RS公司作为研究案例,研究了该公司在现阶段经济下行周期面临的问题,以及该公司根据环境变化所作的战略制订及相应调整。本文运用了相关的理论及分析模型：波特竞争战略、波特五力分析理论、波特价值链理论以PESTEL分析模型对RS公司的外部环境、内部组织的各种影响因素进行了分析研究,并对RS公司的核心竞争力进行了分析识别,综合以上分析结果,本文对RS公司的外部的机会与风险,内部的优势和劣势进行了SWOT分析,进而得到相关的战略组合选择。根据RS公司的具体情况,从实际出发,确定了相应的战略组合及战略定位,并对公司的短期、中期、长期的战略目标和实施的具体方案及实施保障给出了相关意见。在文章的最后,本文就RS公司最近一年执行发展战略的变化和成效做出初步的评估并引导出本文结论。RS公司成立于1995年,短短20年时间从一家仅有28人、年产值不足60万人民币的街道办工厂成长为年产量超过1.8亿元人民币的民营企业。RS公司所处的行业为传统的金属制品制造行业,其主要海外市场为日本市场、欧洲市场及北美市场等。2009年全球经济危机爆发后,RS公司受海外市场的经济拖累,其业务增长出现停滞,由于外部环境发生剧烈变化而产生的各种问题摆在RS公司决策层面前。RS公司通过重新构建公司价值链、开拓新的价值空间等各种应对措施积极面对变化,本文重点论述了RS公司的战略制订的理论依据和现实基础,同时对其战略实施的效果也作了相关的评估。本文由于作者学术水平、知识、能力和获取信息的不足,对一些重要的相关关系未能作更深一步的研究。因此有些问题如国际汇率变动与RS公司的利润变动之间的定量分析、经济周期与RS公司行业的正向相关关系的定量分析等较复杂的问题仅能作定性分析而无法作定量分析。本文作者将在以后的工作中不断学习和研究,希望将来有机会进一步完善本文的研究。
[Abstract]:Through the case study of RS Company, a typical export-oriented traditional manufacturing enterprise, this paper studies the problems faced by RS Company in the current economic downward cycle. And the company's strategy to make changes to the environment and adjust accordingly. This paper applies relevant theories and analysis models: Porter's competitive strategy, Porter's five-force analysis theory and Porter's value chain theory to analyze and study the external environment and various factors affecting the internal organization of RS Company by using the model of PESTEL. After analyzing and identifying the core competence of RS Company, this paper makes SWOT analysis on the external opportunities and risks, internal strengths and weaknesses of RS Company, and then obtains the relevant strategic combination choice. According to the specific situation of RS Company, this paper determines the corresponding strategic combination and strategic positioning, and gives the relevant opinions on the short, medium and long term strategic objectives and the specific scheme and implementation guarantee of the company. At the end of the article, this paper makes a preliminary evaluation of the changes and results of RS Company's development strategy in the last year and leads to the conclusion that RS Company was founded in 1995, and in a short period of 20 years, there were only 28 people in a company. Street factories with annual output of less than 600000 yuan have grown into private enterprises with annual output of more than 180 million yuan. RS companies are in the traditional metal products manufacturing industry, and their main overseas markets are the Japanese market. European and North American markets. After the global economic crisis broke out in 2009, RS Company suffered from the economic drag of overseas markets, and its business growth stagnated. Due to the drastic changes in the external environment, the various problems arising from the drastic changes in the external environment have been put in front of the decision makers of the RS Company. Through the reconstruction of the company's value chain and the opening up of new value spaces, the RS company has been actively confronted with the changes. This paper focuses on the theoretical basis and practical basis of the strategy formulation of RS Company, and evaluates the effect of its strategy implementation. Due to the insufficiency of the author's academic level, knowledge, ability and access to information, this paper fails to make a further study of some important related relationships. Therefore, some complicated problems such as quantitative analysis between international exchange rate change and RS company's profit change, and quantitative analysis of positive correlation between economic cycle and RS company industry can only be qualitative analysis but not quantitative analysis. The author of this paper will continue to study and study in the future, hoping to further improve the research in the future.
【学位授予单位】：南京大学
【学位级别】：硕士
【学位授予年份】：2016
【分类号】：F272

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