力锋公司的战略选择研究
摘要
随着经济全球化进程的进一步加快,市场竞争也愈加激烈,面对企业的生存和发展,越来越严峻的考验扑面而来。企业如何才能在日趋激烈的市场中立于不败之地,引起了人们的广泛关注。在复杂易变的经营环境中,经过无数的实践证明,和大量的理论研究,人们发现能了长期力压群雄的有效途径——企业对战略进行系统规划和管理。
力锋公司就是一家中小型建筑钢结构公司。目前力锋公司所处的行业环境竞争非常激烈,仅湖南省内的建筑钢结构企业就有数百家。由于缺乏雄厚的资金实力和技术实力,在激烈的竞争形势下,力锋公司的未来发展面临着严峻的挑战。如何摆脱困境、持续发展是力锋公司需要认真思考的问题。
本文采用案例研究方法,使所学理论与力锋公司的实际情况紧密结合,夹叙夹论,使之融为一体。分析了力锋公司过去和现在的企业战略的环境以及未来公司的战略选择走向问题。首先介绍了建筑钢结构的有关情况和企业战略的相关理论,奠定下文的理论基础;其次运用战略管理分析工具分析了力锋公司所处的战略环境,从宏观、行业和企业竞争三个层次来阐述;然后按照企业战略的企业层战略、业务层战略和职能层战略三个层次分别探讨了力锋公司各个层次的的战略选择,运用SWOT分析方法,着重分析了力锋公司所具有的优势和劣势、存在的机会和面临的威胁,根据力锋公司SWOT分析矩阵制定了战略选择定位,在战略定位的基础上制定了相应战略战术;最后为结语。
本文以战略理论和战略选择为基础,从企业自我发展和迎接挑战挑战的角度为力锋公司制定了行之有效,操作性强的战略。本文研究结果不仅为力锋公司的持续发展提供了有力辅助,也对建筑钢结构行业的其它公司的战略制定指明方向。
With the further acceleration of economic globalization, market competition has also increased, survival and development of enterprises face more and more severe test. How in the increasingly fierce market in an invincible position? A lot of theory and practice of proven business system planning and management strategy in the midst of its operating environment to obtain sustainable competitive advantage in an effective way.
Li Feng Company is a small force of building steel structure companies. At present the company in which the front edge very competitive industry environment, the construction in Hunan Province alone there are hundreds of steel companies. Due to lack of solid financial strength and technological power, in fierce competition situation, future development of force front company is facing severe challenges. How to get rid of difficulties, sustainable development is the force of front companies need to seriously think about.
In this paper, the background of real cases, applied empirical methods to analyze the power of front companies in the past and present environment of corporate strategy and future into question the company's strategic choice. First, the Pegasus Group, which analyzed the overall strategic environment and introduces its flagship product, the market situation, product composition and status of the entire industry. Secondly, the use of marketing in the SWOT analysis, analyzes the power front the company has strengths and weaknesses, opportunities and threats. SWOT analysis of again, according to Pegasus Group developed a strategic choice of location, in the development of strategic positioning on the basis of the corresponding strategy and tactics. Finally, according to corporate strategy, competitive strategy to set up enterprises in the corporate brand, design and construction, marketing, human resources, financial management functional strategies in five areas.
In this paper, and strategic management, strategic choice theory, from the company to respond to competitive challenges of their own development and the angle of Weili Pioneer developed proven strategies. This results not only for the further development of Pegasus Group provides a useful help, but also for building the steel industry to develop strategies of other companies have some reference value.
力锋公司就是一家中小型建筑钢结构公司。目前力锋公司所处的行业环境竞争非常激烈,仅湖南省内的建筑钢结构企业就有数百家。由于缺乏雄厚的资金实力和技术实力,在激烈的竞争形势下,力锋公司的未来发展面临着严峻的挑战。如何摆脱困境、持续发展是力锋公司需要认真思考的问题。
本文采用案例研究方法,使所学理论与力锋公司的实际情况紧密结合,夹叙夹论,使之融为一体。分析了力锋公司过去和现在的企业战略的环境以及未来公司的战略选择走向问题。首先介绍了建筑钢结构的有关情况和企业战略的相关理论,奠定下文的理论基础;其次运用战略管理分析工具分析了力锋公司所处的战略环境,从宏观、行业和企业竞争三个层次来阐述;然后按照企业战略的企业层战略、业务层战略和职能层战略三个层次分别探讨了力锋公司各个层次的的战略选择,运用SWOT分析方法,着重分析了力锋公司所具有的优势和劣势、存在的机会和面临的威胁,根据力锋公司SWOT分析矩阵制定了战略选择定位,在战略定位的基础上制定了相应战略战术;最后为结语。
本文以战略理论和战略选择为基础,从企业自我发展和迎接挑战挑战的角度为力锋公司制定了行之有效,操作性强的战略。本文研究结果不仅为力锋公司的持续发展提供了有力辅助,也对建筑钢结构行业的其它公司的战略制定指明方向。
With the further acceleration of economic globalization, market competition has also increased, survival and development of enterprises face more and more severe test. How in the increasingly fierce market in an invincible position? A lot of theory and practice of proven business system planning and management strategy in the midst of its operating environment to obtain sustainable competitive advantage in an effective way.
Li Feng Company is a small force of building steel structure companies. At present the company in which the front edge very competitive industry environment, the construction in Hunan Province alone there are hundreds of steel companies. Due to lack of solid financial strength and technological power, in fierce competition situation, future development of force front company is facing severe challenges. How to get rid of difficulties, sustainable development is the force of front companies need to seriously think about.
In this paper, the background of real cases, applied empirical methods to analyze the power of front companies in the past and present environment of corporate strategy and future into question the company's strategic choice. First, the Pegasus Group, which analyzed the overall strategic environment and introduces its flagship product, the market situation, product composition and status of the entire industry. Secondly, the use of marketing in the SWOT analysis, analyzes the power front the company has strengths and weaknesses, opportunities and threats. SWOT analysis of again, according to Pegasus Group developed a strategic choice of location, in the development of strategic positioning on the basis of the corresponding strategy and tactics. Finally, according to corporate strategy, competitive strategy to set up enterprises in the corporate brand, design and construction, marketing, human resources, financial management functional strategies in five areas.
In this paper, and strategic management, strategic choice theory, from the company to respond to competitive challenges of their own development and the angle of Weili Pioneer developed proven strategies. This results not only for the further development of Pegasus Group provides a useful help, but also for building the steel industry to develop strategies of other companies have some reference value.
引文
[1]林贤根.钢结构建筑的应用与展望[J].浙江树人大学学报,2005(2):13-15.
[2]张明玉,张文松.企业战略理论与实践[M].科学出版社,2005年.
[3]陈酉宜.我国中小企业战略管理环境一问题分析与对策[J]. 2008(4).
[4]张峻,张亮.浅议钢结构建筑及发展趋势[J],河南建材,2007(3):11-12
[5]周立斌.建筑钢结构企业发展研究[J].企业发展研究,2006(3):26-28.
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[7]陈禄如.中国钢结构行业发展概况[J].冶金管理,2007(12).
[8]刘伟,宋非非,常庆芬.我国钢结构建筑的发展概况及趋势[J].吉林建筑工程学院学报,2008(2):27-32.
[9]肖亚明.我国钢结构建筑发展现状与前景[J].合肥工业大学学报,2003(1):111 - 116
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[11]龚炜.简析钢结构建筑未来市场需求趋势[J].中国住宅设施,2007(9):28-30.
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[16]王玉.企业战略管理教程[M].上海财经大学出版社,2005(5).
[17]宋永高.品牌战略和管理[M].浙江大学出版社,2005(6).
[18]边存勇.淄博LZ房地产股份有限公司竞争战略研究[J].中国建筑金属结构,2008.
[19]李虹.品牌制胜[M].企业管理出版社,2005.
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[22]黄丹,余颖.战略管理(研究注记案例)[M].清华大学出版社,2005(9).
[23]戴国欣.钢结构[M].武汉:武汉理工大学出版社,2007.
[24]阮文泰.浅议钢结构在住宅建筑中的应用[J].福建建筑,2006(1):93-98.
[25]建设部科技发展促进中心.钢结构住宅设计与施工技术[M].北京:中国建筑工业出版社,2003.
[25]刘继鹏,胡愈.我国轻型钢结构的发展现状及前景[J].郑州经济管理干部学院学报,2007,22(3):85-89.
[26]曾军,王浩男,彭政.基于企业价值链体系的战略空间分析模型[J].云南财经大学学报(社会科学版),2010,(03) :97-98
[27]继任战略管理(北京)国际研讨会在京举办[J].人力资源管理,2010,(07) :77
[28]《综合竞争力》征稿启事[J].综合竞争力, 2010,(04) :96
[29]邹筱乐.以打造核心能力为目标的企业战略取向[J].福建论坛?经济社会版,2003.
[30]赫望东.浅谈军事电子企业的战略管理[J].经营管理者, 2010,(16) :166
[31]邓丽芬.基层政府战略管理研究[J].山东省农业管理干部学院学报, 2010, (04) : 114-115,118
[32]杰夫.战略管理还有用吗?[J].商务周刊, 2010,(08) :95
[33]凌静,甘永平.电视媒体如何成功运用战略管理[J].青年记者, 2010,(11) :61-62
[34]高缅厚.人生需要战略管理[J].金融博览, 2010,(09) :66-67
[35]徐芝娣.试论通信行业实施全面预算管理[J].当代经济, 2010,(10) :22-23
[36]张秀玉.企业战略管理.北京:北京大学出版社,2002:74—98.一49.
[37]汤姆森,斯迪克兰德.战略管理.北京:北京大学出版社,2001:21-51.
[38]格里?约翰逊,凯万?斯克尔斯.公司战略教程.北京:华夏出版社,1998:23-66.
[39]周捷,陈李斌,周蒸.企业战略管理研究探讨.中国石油和化工.2006(1):13-17.
[40]格里?约翰逊,凯万?斯科尔斯.战略管理.北京:人民邮电出版社,2004:95-108.
[41]Robin Cooper and Regine Slagmulder. Strategic Cost Management.Management Accounting,1998
[42] W.Glenn Rowe,Jame G.Barnes,Relationship Marketing and Sustained ComPetitive Advantage,Journal of Market Focused Management,1998
[43] Osama A. B. Hassan,A Value-Focused Thinking Approach for the Environmental Management of Buildings Construction,Journal of Environmental Assessment Policy and Management.2010.P168-169
[2]张明玉,张文松.企业战略理论与实践[M].科学出版社,2005年.
[3]陈酉宜.我国中小企业战略管理环境一问题分析与对策[J]. 2008(4).
[4]张峻,张亮.浅议钢结构建筑及发展趋势[J],河南建材,2007(3):11-12
[5]周立斌.建筑钢结构企业发展研究[J].企业发展研究,2006(3):26-28.
[6]尹和桂.中国钢结构建筑市场分析[J].中山大学学报论丛, 2007:27-11.
[7]陈禄如.中国钢结构行业发展概况[J].冶金管理,2007(12).
[8]刘伟,宋非非,常庆芬.我国钢结构建筑的发展概况及趋势[J].吉林建筑工程学院学报,2008(2):27-32.
[9]肖亚明.我国钢结构建筑发展现状与前景[J].合肥工业大学学报,2003(1):111 - 116
[10]朱一民.建筑钢构企业如何实现可持续发展[J].建筑,2006:8-10.
[11]龚炜.简析钢结构建筑未来市场需求趋势[J].中国住宅设施,2007(9):28-30.
[12]卢江东.BF公司企业发展战略研究[J].2006(1):6-9.
[13]郝文平,刘方,陈应龙.用“五力模型”分析轻钢结构行业的现状和发展[J].工业建筑,2005.
[14]余晶.钢结构行业发展研究[J].建筑,2008(6):9-11.
[15]黄凯.战略管理——竞争与创新[M].石油工业出版社,2004(l).
[16]王玉.企业战略管理教程[M].上海财经大学出版社,2005(5).
[17]宋永高.品牌战略和管理[M].浙江大学出版社,2005(6).
[18]边存勇.淄博LZ房地产股份有限公司竞争战略研究[J].中国建筑金属结构,2008.
[19]李虹.品牌制胜[M].企业管理出版社,2005.
[20]汪贺.浅谈中国钢结构企业的营销策略[J]. 2004.
[21]熊永平.建筑钢结构行业的发展趋势及发展的战略目标[J].中国建筑金属结构,2007.
[22]黄丹,余颖.战略管理(研究注记案例)[M].清华大学出版社,2005(9).
[23]戴国欣.钢结构[M].武汉:武汉理工大学出版社,2007.
[24]阮文泰.浅议钢结构在住宅建筑中的应用[J].福建建筑,2006(1):93-98.
[25]建设部科技发展促进中心.钢结构住宅设计与施工技术[M].北京:中国建筑工业出版社,2003.
[25]刘继鹏,胡愈.我国轻型钢结构的发展现状及前景[J].郑州经济管理干部学院学报,2007,22(3):85-89.
[26]曾军,王浩男,彭政.基于企业价值链体系的战略空间分析模型[J].云南财经大学学报(社会科学版),2010,(03) :97-98
[27]继任战略管理(北京)国际研讨会在京举办[J].人力资源管理,2010,(07) :77
[28]《综合竞争力》征稿启事[J].综合竞争力, 2010,(04) :96
[29]邹筱乐.以打造核心能力为目标的企业战略取向[J].福建论坛?经济社会版,2003.
[30]赫望东.浅谈军事电子企业的战略管理[J].经营管理者, 2010,(16) :166
[31]邓丽芬.基层政府战略管理研究[J].山东省农业管理干部学院学报, 2010, (04) : 114-115,118
[32]杰夫.战略管理还有用吗?[J].商务周刊, 2010,(08) :95
[33]凌静,甘永平.电视媒体如何成功运用战略管理[J].青年记者, 2010,(11) :61-62
[34]高缅厚.人生需要战略管理[J].金融博览, 2010,(09) :66-67
[35]徐芝娣.试论通信行业实施全面预算管理[J].当代经济, 2010,(10) :22-23
[36]张秀玉.企业战略管理.北京:北京大学出版社,2002:74—98.一49.
[37]汤姆森,斯迪克兰德.战略管理.北京:北京大学出版社,2001:21-51.
[38]格里?约翰逊,凯万?斯克尔斯.公司战略教程.北京:华夏出版社,1998:23-66.
[39]周捷,陈李斌,周蒸.企业战略管理研究探讨.中国石油和化工.2006(1):13-17.
[40]格里?约翰逊,凯万?斯科尔斯.战略管理.北京:人民邮电出版社,2004:95-108.
[41]Robin Cooper and Regine Slagmulder. Strategic Cost Management.Management Accounting,1998
[42] W.Glenn Rowe,Jame G.Barnes,Relationship Marketing and Sustained ComPetitive Advantage,Journal of Market Focused Management,1998
[43] Osama A. B. Hassan,A Value-Focused Thinking Approach for the Environmental Management of Buildings Construction,Journal of Environmental Assessment Policy and Management.2010.P168-169