xx有限公司的戰(zhàn)略報告
摘 要 2001年11月12日，經(jīng)過16年的艱苦談判，中國終于正式加入世界貿(mào)易組織（WTO），這標 志著我國以社會主義市場經(jīng)濟為目標模式的改革，全面進入到一個嶄新的歷史階段。中 國的經(jīng)濟建設全面融入全球化的進程，將對國內(nèi)的各個行業(yè)和企業(yè)產(chǎn)生重大而深遠的影 響。 剛剛改制轉(zhuǎn)型的鹽城日升紡織有限公司，經(jīng)歷了創(chuàng)業(yè)期、艱難運營期和改制轉(zhuǎn)型期等三 個歷史階段，在加入WTO的背景下，既存在著良好的發(fā)展機遇又面臨一定的挑戰(zhàn)。從外部 環(huán)境看，中國GDP以7%以上速度增長，人口及居民收入穩(wěn)定增加，人均纖維消費量增長， 行業(yè)每年有5%～6%的發(fā)展空間；紡織品配額取消，關稅下調(diào)，出口增加；政府在稅收、 用地方面的優(yōu)惠政策；棉花購銷體制與外貿(mào)體制的改革等。也面臨若干威脅，西方發(fā)達 國家貿(mào)易保護主義抬頭；印、巴等國家紡織業(yè)的崛起；紡織新技術(shù)及信息技術(shù)的挑戰(zhàn)； 在位企業(yè)紛紛技改擴能，新加入者不斷增加，競爭有加劇的趨勢；質(zhì)量、品種、體制等 方面的威脅；客戶議價能力趨強等。就內(nèi)部環(huán)境而言，與主要競爭對手相比，組織機構(gòu) 健全，設施配套，成熟的生產(chǎn)系統(tǒng)；營銷網(wǎng)絡健全，穩(wěn)定的客戶群；十多年的從業(yè)經(jīng)驗 ，擁有一批管理、技術(shù)骨干及熟練工人；職能管理有一定基礎；一定的原料供應渠道等 。也存在一些弱項，股權(quán)結(jié)構(gòu)不合理，法人治理結(jié)構(gòu)不健全，內(nèi)部激勵不充分；少數(shù)員 工觀念滯后，績效管理有待完善，核心的企業(yè)文化尚未形成；人力資源開發(fā)與管理不充 分；規(guī)模小，裝備落后，質(zhì)量一般；成本高，用工多，品種單一，生產(chǎn)方式落后等。綜 合分析公司的內(nèi)、外部環(huán)境，未來若干年，鹽城日升紡織有限公司應走一體化的發(fā)展之 路，同時采取低成本的競爭戰(zhàn)略，在具體戰(zhàn)術(shù)上，要調(diào)整股權(quán)結(jié)構(gòu)，建立和健全規(guī)范的 法人治理結(jié)構(gòu)，完善內(nèi)部的激勵和約束機制；加強人力資源的開發(fā)與管理；加強生產(chǎn)管 理，堅持持續(xù)技改和質(zhì)量領先的策略；調(diào)整營銷策略，變革營銷體系。只有這樣，才能 不斷強化公司競爭優(yōu)勢，夯實生存利基，提高核心競爭力，保證企業(yè)持續(xù)健康發(fā)展。 論文導論部分闡述了畢業(yè)論文的研究意義、主要內(nèi)容結(jié)構(gòu)和研究方法。第一章介紹了鹽 城日升紡織有限公司的歷史沿革。第二章分析了鹽城日升紡織有限公司的外部環(huán)境。第 三章對鹽城日升紡織有限公司的內(nèi)部環(huán)境進行剖解分析。第四章根據(jù)公司內(nèi)、外部環(huán)境 分析進行戰(zhàn)略決策。第五章相關戰(zhàn)術(shù)安排。在結(jié)束語部分對論文作了概要總結(jié)。 關鍵詞 WTO 鹽城日升紡織有限公司 發(fā)展戰(zhàn)略 Abstract On Nov.12, 2oo1, China finally enter formally World Trade Organization (WTO) through arduous negotiations for 16 years. This marked that the reformation that our county took socialist market economy as a goal mode came into wholly a new history stage. That China economic construction starts to melt into the process of the whole globe, influences greatly on all Chinese industries and enterprises. Yancheng Risheng Textile Co. Ltd. that has been reformed in the system experienced three history stages, i.e., the business-creating period, the hard-running period and the system-changing period. In the background of entering WTO, there are many better developing chances and definite challenges. For the external environment around the company, Chinese GDP increases by more than 7 %. Although the production increases steadily, the average person income increase steadily, and the fiber consume amount per person increases also. Hence, the textile industry has a new developing space about 5%-6% per year. The planned matching amounts of all textiles are eliminated. The custom- taxes are adjusted down, so the exports of all the textiles increase. The governments stipulate the preferential policies on taxes and farmland, and carry out the reformation on the system of the cotton-business and the system of the cotton foreign trade. At the same time, many potential dangers are faced by the company, e.g., the trade protectionism in the western developed countries is upwards. And the textile industries in Indian and Pakistan etc. develop upwards. The challenges in new textile technology and information technology occur. A number of textile enterprises carry out the enlargement of production capacity through technical improvement. And new textiles enterprises increase. The competition behaves a threatening tendency. Threatening on qualities, designs and systems etc. appears. The custom’s abilities on discussing the prices strengthen. For the internal environment around the company, in comparison with principal competing partners, Yancheng Risheng Textiles Co. Ltd. has a whole organization and appropriate matching equipment and construction, the ripe production system, the completed business net, a steady custom group. And the company has its management experience for more than ten years, owns a group of the backbone of the managing and technical contingents and skill operating workers. On the responsibility-management, the company has a good base, and many channels of material supplies. But the company has several weak points. For example, the share-right structure is not suitable, the legal person-managing structure is not completed. The internal stimulus is not made sufficiently, a few workers are backwards on the view. The result-efficiency management will be completed. The kernel culture has not yet formed. The labor force resource development and management are not sufficient, the scale of the production is small, the equipment is little backwards, the quality is common, and the cost is high. The worker using level per output of the company is worse, the design is single, and the mode of production is little backwards. Summarizing the external and internal environment around the company, I propose that Yancheng Risheng Textile Co. Ltd. should run the road of unifying development within years in the future, and use the competing strategy of lower cost. On concrete skills, the company should adjust the share-right structure, establish the whole regular legal person- managing structure, and the complete better internal stimulus and restriction mechanism, and strengthen the development and management of labor-force resource. The company should strengthen productive management, and insist on continuous technical improvement and the strategy of quality- leader, and adjust the business-strategy, reform the business system. Only in such a way, the company can strength the competitive advance potential, ram the base of the life, raise the kernel competitive force in order to guarantee the continuous healthily development of the enterprise. The introduction in the thesis states the significance of the research on the subject, and the main content structure of the thesis and the methods for the research. The chapter 1 describes the history reformation about the company. The chapter 2 analyzes the external environment of the company. The chapter 3 dissects the internal environment of the company. The chapter 4 makes the decisions of strategies according to the external and internal environment. The chapter 5 makes the corresponding skill arrangement. The end of the thesis makes a summarization. Key Words WTO Yancheng Risheng Textiles Co. Ltd. the Strategies of the Developments 目 錄 導　　論………………………………………………………………………………1 第一章　鹽城日升紡織有限公司的歷史沿革 ………………………………………6 　　第一節(jié)　公司的創(chuàng)業(yè)期…………………………………………………………6 　　第二節(jié)　公司的艱難遠營期……………………………………………………9 　　第三節(jié)　公司的改制轉(zhuǎn)型期……………………………………………………11 第二章　鹽城日升紡織有限公司外部環(huán)境分析……………………………………14 　　第一節(jié)　宏觀環(huán)境分析…………………………………………………………14 　　第二節(jié)　行業(yè)環(huán)境分析…………………………………………………………20 　　第三節(jié)　市場結(jié)構(gòu)分析………………………………………………………33 第三章　鹽城日升紡織有限公司內(nèi)部環(huán)境分析……………………………………38 　　第一節(jié)　公司的股權(quán)結(jié)構(gòu)與法人治理結(jié)構(gòu)…………………………………38 　　第二節(jié)　公司的組織結(jié)構(gòu)……………………………………………………40 第三節(jié)　公司的內(nèi)部激勵、績效管理與企業(yè)文化……………………………42 第四節(jié)　公司的職能管理………………………………………………………44 第四章　鹽城日升紡織有限公司的戰(zhàn)略決策………………………………………49 　　第一節(jié)　SWOT矩陣的含義……………………………………………………49 　　第二節(jié)　公司戰(zhàn)略匹配……………………………………………………50 第三節(jié)　公司的總體發(fā)展戰(zhàn)略及目標…………………………………………51 第四節(jié)　公司的競爭戰(zhàn)略………………………………………………………52 第五章　鹽城日升紡織有限公司的戰(zhàn)術(shù)安排………………………………………55 結(jié) 束 語………………………………………………………………………………59參考文獻………………………………………………………………………………61后 　　記………………………………………………………………………………62 導 論 中國經(jīng)過幾十年的探索，特別是改革開放二十多年來的實踐，終于走出封閉，摒棄了計 劃經(jīng)濟的發(fā)展模式，確立了走發(fā)展社會主義市場經(jīng)濟的道路，國民經(jīng)濟持續(xù)健康發(fā)展。 新世紀之初，我國成功地加入了WTO，中國經(jīng)濟與世界經(jīng)濟將全面接軌，越來越多的國內(nèi) 企業(yè)和商品將走出去，同時大量的國外公司和商品（含服務）也將走進來，國際間的競 爭與合作大大加強，國內(nèi)企業(yè)面臨的競爭形勢是嚴峻的，但是也存在著難得的發(fā)展機遇 。 二十一世界是知識經(jīng)濟的年代，企業(yè)面臨的生態(tài)環(huán)境（商業(yè)環(huán)境、技術(shù)環(huán)境、社會環(huán)境 等）變化更快，更具有不確定性，企業(yè)面臨的挑戰(zhàn)是多方面的。首先是全球化的挑戰(zhàn)。 全球化大大地拓展了企業(yè)的活動空間，蘊含著新市場、新產(chǎn)品、新觀念、新的競爭力和 對經(jīng)營新的思考方式，取得全球化競爭優(yōu)勢需要一個復雜的、由世界各種地域優(yōu)勢交織 而成的網(wǎng)絡，企業(yè)需要創(chuàng)建新的商業(yè)模式和流程來培養(yǎng)全球性的靈敏嗅覺、效率和競爭 力。其次是競爭力的挑戰(zhàn)。未來競爭的永恒主題是建立和運作更快地對顧客作出反應的 組織，競爭包括創(chuàng)新、更快地決策、在價值上領導一個行業(yè)，以及與供應商更有效地合 作，企業(yè)之間復雜的相互關系形成一個價值網(wǎng)，企業(yè)必須是一個在價值網(wǎng)中運轉(zhuǎn)得游刃 有余的組織。第三是增長的挑戰(zhàn)。經(jīng)營者應該制訂具有推動性和參與性的遠景規(guī)劃，尋 找能夠創(chuàng)造利潤的增長方式，增長的途徑有：借助于顧客來增長、借助于核心能力來增 長和借助于合作、收購或合資來增長。第四是變革的挑戰(zhàn)。管理大師彼得·德魯克說過“ 未來唯一不變的就是變革”，我們企業(yè)必須更快、更平衡地變化，培養(yǎng)建立信心的能力、 信息無阻礙流動的能力、應變的能力和學習的能力。第五是技術(shù)的挑戰(zhàn)。當...
xx有限公司的戰(zhàn)略報告