安吉汽车租赁有限公司企业战略管理规划

上海交通大学硕士学位论文安吉汽车租赁有限公司企业战略管理规划姓名：张庆申请学位级别：硕士专业：工业工程指导教师：胡宗武;夏军20041001IIIIIICORPORATESTRATEGYMANAGEMENTANDPLANNINGOFANJICARRENTALANDLEASINGCO.LTD.ABSTRACTInrecentyears,alongwiththefastdevelopingChinesenationaleconomy,theautomotiveindustryhasbeengrowingrapidlyaswell.Underthisenvironment,autorelatedservicesindustriesalsohavebeengraduallyrisinginChina.Thecarrentalindustry,recognizedworldwidelyasanimportanttacheinthedownpartoftheautomotiveindustrychain,hasbeenattachedmuchgreaterimportance.In2003,theworldNo.1carrentalcompany,AVIS,enteredintoChinesemarketbyestablishingajointventurecalledAnjiCarRentalandLeasingCo.,Ltd.(“AnjiCarRental”)withShanghaiAutomotiveIndustrySalesCorporation.ThetargetistomaketheJVbetheNo.1carrentalcompanyinChina.However,whatthenewJVfacesistheimmaturebutveryfluctuatingcarrentalmarketenvironment,IVwhichhasincompleteregulationsandlaws,nonstandardcompetition,deficientcreditsystem,differentconsumptionhabits,differentcompanyoperationconceptsandsoon.AllthesedeeplymaketheleaderteamofAnjicompany.Thepurposeofthispaperistryingtosetacompletestrategyorientedbyscaleandnetworkundercurrentmarketenvironment.Thisstrategyshouldpointsoutnotonlyacleardevelopmentdirectionforthecompany,butalsokeystepsandelementsduringtheimplementation.Thispaperfirstdoesanin-depthanalysisforsomeworldwidefamouscarrentalcompanies.Theresultisthatalltheseadvancedcarrentalcompaniesallhavechosenanetworkdevelopmentstrategy,whichisaveryimportantexperiencethatAnjicompanycantakeforreferencewhensettingitsstrategy.Basedonthecompanystrategymanagementtheories,thispaperanalyzestheAnjicompanyfromstrategyanalysis,selectionandimplementationthreelevels,andgetstheresultthattheAnjicompanyshouldchoseascalednetworkdevelopmentstrategyandbecometheNo.1inChinain2007throughexpansion.Toreachthistarget,thecompanyshouldtakestepsaccordingtotheplantoensuretheimplementationofthestrategy,anddynamicallyadjustthestrategybyestablishingastrategyevaluationmodeltomakethestrategyadaptabletotheunstablemarket.InstrategyVanalysisstage,thepaperusesqualitativeresearchmethodslikePEST,Fivestrengths,BrainStormingandSWOTtogetanaggressiveexpansionstrategyatfirst.Then,byusingstrategymatrixes–quantitativeresearchmethods,Delphianalysistointerpretexpertscommentstonumbers,andfinallyprovesthescalednetworkdevelopmentstrategythroughexpansion.Instrategyimplementationstagy,thispaperdoesacompletedesignandplanonthecompanyorganizationstructure,resourcedistribution,managementpolicies,salesandmarketing,businessprocess,performanceassessment,ITsystemandcorporateculture,toensuretheimplementationofthestrategy.Atlast,thispapersuggeststhat,theAnjicompanyshouldhaveasimultaneouscontrolsystemtothestrategyimplementation,takecorresponsiveactionsaccordingtotheestablishedstrategyevaluationstandardstocorrectthevariances,andthenguidethecompanytotherightdirection.Inordertounderstandthecarrentalmarketenvironmenttoprovethispaper’sstandpoint,acompletepracticalresearchandanalysistomanydomesticcarrentalcompaniesindifferentcitieshasbeentaken,sothedataisreliable.Also,thispaperfocusesonthecompanydemandsandproposesafeasibleimplementationplanaftersettingthestrategy,sothepaperisapplicable.Infact,theAnjicompanyhasalreadystartedcarryingoutthestrategyaccordingtothispaper.VIKEYWORDS:carrental,strategyplanning,scale,network2004101011.1.111GDP19940.56220021.23GDP2002200210620Avis604831997WTO1WTO320041210500302003121020041210200612103019921226122001500ISO90022003AVIS50660022004556360196577070“”[1]1920402040506070870[2]9SWOTStrength,Weakness,OpportunityandThreatSWOT10R.T.A.G.121134l--l--l--12/l--l--————————51213lll314415161713.8614.5316.4413.86.761819556300120016740%4501.22021AVIS1741700500019000502003AVIS10AVIS22WTOAVISHERTZHERTZAVIS2324PEST5SWOTSWOT1lllllll500lll252llllllllll3lll11//////////1AVIS234262728llll29l30ll31lll32llll33lll3435A.F.1938SWOT110100622220336a20bc60SWOT10440SWOT10abSWOT1040SWOT3713820106-7%3940515%41l42l4344451(S1,S2,S3,S5,S6,S7,S9,O1,O2,O3,O4,O10)1(W5,W6,W9,W10,O2)2//////(S4,O3,O8,O10)2AVIS,(W2,W5,W6,O1,O4,O5,O7,O9,O10)1(S1,S2,S9,S10,T5,T7)1(W5,W6,W1,W3,W5,W7,W8)2(S1,S3,T1,T2,T3)4614723//////48IT“”554955051521200312533122445520032004200520062007RMB()RMB()RMB()RMB()RMB()72,000111,490158,926236,794333,7303,0004,5906,2007,8009,2001,0001,9123,5005,5008,000-3,819-5,929-8,473-12,567-17,63472,181112,064160,153237,527333,2962,1752,2303,1794,7366,6752,1752,2303,1794,7366,6757,05214,10328,47340,99551,34224,70034,57965,935100,514167,84524,70034,57965,935100,514167,8453,0004,5906,2007,8009,2001,7102,6473,7735,6227,9245433,54536,96752,59277,86090,31146%33%33%33%27%2,6533,4484,9886,3887,2289,75712,68519,72526,12529,96533133133133133112,74116,46425,04432,84437,52414,82919,27824,91730,83435,4960014,82919,27824,91730,83435,496EBIT5,9761,2262,63214,18217,2903,6494,7438,63210,35913,46702,327(3,517)(6,001)3,8233,8241,225(2,292)(8,293)(4,470)(646)52007555200710001:23564512573123/58581234123459§§§§§§/6012613ITAccpacWizardCRMHRBI6212§BI§HR§§CRM§§§§OAIT§§§§CRM§KMOA§§§BICRM§HR§§§§Wizard§OA200720042005~2006631lll2lll3llll644lA//BCDl