A化肥有限公司发展战略研究

发布时间：2017-12-28 06:17

本文关键词：A化肥有限公司发展战略研究　出处：《首都经济贸易大学》2015年硕士论文　论文类型：学位论文

【摘要】：化肥作为一种重要的农业生产资料,它的价值是客观存在的。我国作为人口大国,人均耕地面积远低于发达国家,如何保障近14亿人口的粮食安全,牢牢将饭碗掌握在自己手中,就成为我国社会保持和谐稳定最大的挑战。自改革开放以来,随着化肥使用率的提高,我国各类大田和经济作物亩产持续提升,农民的种植习惯从原来作物自由生长向种植专业化进行转变,逐步产生了对化肥的依赖,从而提高自身的经济收入。我国化肥行业经过半世纪左右的发展和市场化进程的推进,国有企业在生产和供应垄断的局面逐步被打破,一些民营企业依靠市场化的经营模式快速崛起,化肥行业竞争程度日趋加剧,整体供大于求的局面已经形成。如何能让企业在化肥行业残酷的市场竞争中存活下来,对于许多企业来说均走到了一个公司经营战略选择的十字路口,找准发展方向,合理配置使用经营资源,是解决公司能否持续发展的关键问题。A化肥有限公司在接受行业市场化的洗礼和挑战时,同样也遇到了跨越式发展的良好机遇,我国连续多年将“中央一号文件”内容关注于农业,并对未来农业发展策略有了很清晰的方向性指引。本文结合对A化肥有限公司内外部因素的机会和威胁的分析,提出相应的战略方案,为A化肥有限公司的决策者提供一定的参考和建议。本文在分析国内外战略管理理论的基础上,运用SWOT分析、IFE/EFE、五力竞争模型等工具,对A化肥有限公司的内外部因素进行评价分析得出:外部因素的优势在于政府关系、行业地位、分销网络、进出口形势方面,劣势在于上游资源、工业机械化、化肥行业竞争加剧、人力成本提升等方面;内部因素的优势在于品牌、资金成本、产品线齐全、各项指标总体平稳、降本增效方面,劣势在于盈利能力下降、营销能力不足、管理水平不高等方面。因此,A化肥有限公司应该针对自身的优劣势,制定相应的公司战略,优化上游企业,深化下游分销,提升科技研发,夯实营销能力,发挥优势,克服劣势,使公司的发展运行上取得新突破。
[Abstract]:As an important data of agricultural production, chemical fertilizer has an objective value. As a large population country, the per capita cultivated land in China is far lower than that in developed countries. How to ensure food security for nearly 1 billion 400 million people and firmly grasp the rice bowl in their own hands has become the biggest challenge for our society to maintain harmony and stability. Since the reform and opening up, with the use rate of fertilizer to improve, continue to improve China's various types of field and crop yield, farmers planting habits from the original crop planting to free growth of professional transformation, gradually became dependent on chemical fertilizer, so as to enhance their economic income. China's fertilizer industry through the development and marketization process of half century or so in advance, state-owned enterprises gradually broken in the production and supply monopoly, some private enterprises rely on the market management mode of rapid rise, the fertilizer industry competition intensifies, the overall oversupply situation has been formed. How can let the enterprise survive in the fertilizer industry in the fierce market competition, for many companies are to choose a company strategic operation crossroads, identify the direction of development, rational use of management resources, is the key to solving the problem of the sustainable development of the company. A fertilizer Co., Ltd. is also facing the opportunity of great leap forward development when accepting the baptism and challenge of industry marketization. China has been focusing on agriculture for many years, and has a clear direction for future agricultural development strategy. Based on the analysis of the opportunities and threats of the internal and external factors of A fertilizer company, this paper puts forward the corresponding strategic plan, so as to provide some references and suggestions for decision makers of A fertilizer limited company. Based on the analysis of domestic and international strategic management theory, using the SWOT analysis, IFE/EFE, five competitive forces model and other tools, the internal and external factors of A Chemical Co. Ltd. for evaluation analysis: the external factors the advantage of government relations, industry status, distribution network, import and export situation, the disadvantage is that the upstream resources, industrial mechanical and chemical fertilizer industry competition, enhance the human cost; the internal factors of the advantage of brand, capital cost, complete product line, the indicators of the overall smooth, lowering the efficiency, the disadvantage is that the decline in profitability, marketing ability, management level is not high. Therefore, A fertilizer Co., Ltd. should formulate corresponding company strategy for its own advantages and disadvantages, optimize upstream enterprises, deepen downstream distribution, enhance R & D, consolidate marketing capabilities, exert advantages and overcome disadvantages, so as to make new breakthroughs in the development and operation of the company.
【学位授予单位】：首都经济贸易大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F272;F426.72

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