xx有限公司的戰(zhàn)略報(bào)告
摘 要 2001年11月12日，經(jīng)過(guò)16年的艱苦談判，中國(guó)終于正式加入世界貿(mào)易組織（WTO），這標(biāo) 志著我國(guó)以社會(huì)主義市場(chǎng)經(jīng)濟(jì)為目標(biāo)模式的改革，全面進(jìn)入到一個(gè)嶄新的歷史階段。中 國(guó)的經(jīng)濟(jì)建設(shè)全面融入全球化的進(jìn)程，將對(duì)國(guó)內(nèi)的各個(gè)行業(yè)和企業(yè)產(chǎn)生重大而深遠(yuǎn)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(yùn)營(yíng)期和改制轉(zhuǎn)型期等三 個(gè)歷史階段，在加入WTO的背景下，既存在著良好的發(fā)展機(jī)遇又面臨一定的挑戰(zhàn)。從外部 環(huán)境看，中國(guó)GDP以7%以上速度增長(zhǎng)，人口及居民收入穩(wěn)定增加，人均纖維消費(fèi)量增長(zhǎng)， 行業(yè)每年有5%～6%的發(fā)展空間；紡織品配額取消，關(guān)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(gòu)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(dá) 國(guó)家貿(mào)易保護(hù)主義抬頭；印、巴等國(guó)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(kuò)能，新加入者不斷增加，競(jìng)爭(zhēng)有加劇的趨勢(shì)；質(zhì)量、品種、體制等 方面的威脅；客戶議價(jià)能力趨強(qiáng)等。就內(nèi)部環(huán)境而言，與主要競(jìng)爭(zhēng)對(duì)手相比，組織機(jī)構(gòu) 健全，設(shè)施配套，成熟的生產(chǎn)系統(tǒng)；營(yíng)銷網(wǎng)絡(luò)健全，穩(wěn)定的客戶群；十多年的從業(yè)經(jīng)驗(yàn) ，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(chǔ)；一定的原料供應(yīng)渠道等 。也存在一些弱項(xiàng)，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(lì)不充分；少數(shù)員 工觀念滯后，績(jī)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(lái)若干年，鹽城日升紡織有限公司應(yīng)走一體化的發(fā)展之 路，同時(shí)采取低成本的競(jìng)爭(zhēng)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(lì)和約束機(jī)制；加強(qiáng)人力資源的開發(fā)與管理；加強(qiáng)生產(chǎn)管 理，堅(jiān)持持續(xù)技改和質(zhì)量領(lǐng)先的策略；調(diào)整營(yíng)銷策略，變革營(yíng)銷體系。只有這樣，才能 不斷強(qiáng)化公司競(jìng)爭(zhēng)優(yōu)勢(shì)，夯實(shí)生存利基，提高核心競(jìng)爭(zhēng)力，保證企業(yè)持續(xù)健康發(fā)展。 論文導(dǎo)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(duì)鹽城日升紡織有限公司的內(nèi)部環(huán)境進(jìn)行剖解分析。第四章根據(jù)公司內(nèi)、外部環(huán)境 分析進(jìn)行戰(zhàn)略決策。第五章相關(guān)戰(zhàn)術(shù)安排。在結(jié)束語(yǔ)部分對(duì)論文作了概要總結(jié)。 關(guān)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(dǎo)　　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(yuǎn)營(yíng)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(chǎng)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(lì)、績(jī)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(biāo)…………………………………………51 第四節(jié)　公司的競(jìng)爭(zhēng)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(yǔ)………………………………………………………………………………59參考文獻(xiàn)………………………………………………………………………………61后 　　記………………………………………………………………………………62 導(dǎo) 論 中國(guó)經(jīng)過(guò)幾十年的探索，特別是改革開放二十多年來(lái)的實(shí)踐，終于走出封閉，摒棄了計(jì) 劃經(jīng)濟(jì)的發(fā)展模式，確立了走發(fā)展社會(huì)主義市場(chǎng)經(jīng)濟(jì)的道路，國(guó)民經(jīng)濟(jì)持續(xù)健康發(fā)展。 新世紀(jì)之初，我國(guó)成功地加入了WTO，中國(guó)經(jīng)濟(jì)與世界經(jīng)濟(jì)將全面接軌，越來(lái)越多的國(guó)內(nèi) 企業(yè)和商品將走出去，同時(shí)大量的國(guó)外公司和商品（含服務(wù)）也將走進(jìn)來(lái)，國(guó)際間的競(jìng) 爭(zhēng)與合作大大加強(qiáng)，國(guó)內(nèi)企業(yè)面臨的競(jìng)爭(zhēng)形勢(shì)是嚴(yán)峻的，但是也存在著難得的發(fā)展機(jī)遇 。 二十一世界是知識(shí)經(jīng)濟(jì)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(huì)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(dòng)空間，蘊(yùn)含著新市場(chǎng)、新產(chǎn)品、新觀念、新的競(jìng)爭(zhēng)力和 對(duì)經(jīng)營(yíng)新的思考方式，取得全球化競(jìng)爭(zhēng)優(yōu)勢(shì)需要一個(gè)復(fù)雜的、由世界各種地域優(yōu)勢(shì)交織 而成的網(wǎng)絡(luò)，企業(yè)需要?jiǎng)?chuàng)建新的商業(yè)模式和流程來(lái)培養(yǎng)全球性的靈敏嗅覺(jué)、效率和競(jìng)爭(zhēng) 力。其次是競(jìng)爭(zhēng)力的挑戰(zhàn)。未來(lái)競(jìng)爭(zhēng)的永恒主題是建立和運(yùn)作更快地對(duì)顧客作出反應(yīng)的 組織，競(jìng)爭(zhēng)包括創(chuàng)新、更快地決策、在價(jià)值上領(lǐng)導(dǎo)一個(gè)行業(yè)，以及與供應(yīng)商更有效地合 作，企業(yè)之間復(fù)雜的相互關(guān)系形成一個(gè)價(jià)值網(wǎng)，企業(yè)必須是一個(gè)在價(jià)值網(wǎng)中運(yùn)轉(zhuǎn)得游刃 有余的組織。第三是增長(zhǎng)的挑戰(zhàn)。經(jīng)營(yíng)者應(yīng)該制訂具有推動(dòng)性和參與性的遠(yuǎn)景規(guī)劃，尋 找能夠創(chuàng)造利潤(rùn)的增長(zhǎng)方式，增長(zhǎng)的途徑有：借助于顧客來(lái)增長(zhǎng)、借助于核心能力來(lái)增 長(zhǎng)和借助于合作、收購(gòu)或合資來(lái)增長(zhǎng)。第四是變革的挑戰(zhàn)。管理大師彼得·德魯克說(shuō)過(guò)“ 未來(lái)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(wú)阻礙流動(dòng)的能力、應(yīng)變的能力和學(xué)習(xí)的能力。第五是技術(shù)的挑戰(zhàn)。當(dāng)...
xx有限公司的戰(zhàn)略報(bào)告