上海复星高科技（集团）发展战略分析

上海交通大学硕士学位论文上海复星高科技（集团）发展战略分析姓名：潘学刚申请学位级别：硕士专业：工商管理指导教师：徐飞200503242670THEANALYSISOFDEVELOPMENTALSTRATEGYFORSHANGHAIFOSUNHIGHTECHNOLOGY(GROUP)CO.ABSTRACTInthepast26yearsorsoChinahasgraduallyputinplaceasocialistmarket-orientedeconomicsystem,throughhereffortsateconomicreformandopeningtotheoutsideworld.Partofthisendeavor,privateenterpriseshavemadetheirlift-off,mushroomedandestablishedthemselvesasoneofthemajordrivingforcesforthenewsystemiceconomicrestructuring.Theyhaveservedtoprovidejobopportunitiesfortheunemployed,revitalizethemarket,optimizetheeconomicstructure,speedupproductivityandcontributetothesteadydevelopmentofthenationaleconomy.Aparticularlyrobustsectorhasbeentheexpandingprivateenterprisesspecializinginhightechnology.Inviewofthisemergingeconomiclandscape,itisimportanttostudythedevelopmentstrategiesandmodelsofprivateenterprises,asthesewillhavesignificantimplicationsforthedevelopmentoftheeconomy.Asthefirstprivatehigh-techenterpriseinChina,ShanghaiFosunGroupofEnterpriseshasincreaseditscapitalby10,000-foldoveraten-yearperiod.Itnowhasasitssubsidiaries70trans-regionalcompaniesindiversefields,thebusinessscopeofwhichincludesbiology,pharmaceuticalmanufacturing,realestatesandinformationtechnology.Hailedasamiracleandgoodmodelofprivateenterprises,FosunGrouphasbeenabletobuilduponitsstrengths,makecriticalandtimelydecisionsandachievemanybreakthroughs.ThepresentthesisisacasestudyofthedevelopmentstrategiesofFosunGroup.Ithastwosetsofobjectives.Thegeneralobjectivesinclude:Identifythedevelopmentalfeaturesofprivateenterprisesthroughanexaminationoftheirtrajectories;Findouthowprivateenterprisesdevelop;Identifycommonproblemsanddifficulties,orbottlenecks,facingprivateenterprises;Explorethemechanismsunderlyingeconomiccompetition;Discusshowtopromoteprivateenterprises.Thefocusofthethesis,however,isonadetailedstudyofShanghaiFosunGroupofEnterprises.Thespecificquestionsitaddressesinclude:Fromtheperspectivesofstrategicmanagementtheory,howhasFosunGroup,atdifferentstagesofitsdevelopment,madeitsstrategicdecisionsandidentifieditsnichesandhowhastheplanningbeenimplemented?WhatcorecompetitiveedgehasFosunGroupestablishedinitsrapidexpansionanddevelopment?WhatproblemshavearisenandhowhasFosunattemptedtosolvethem?HowhasFosunGroupconceptualizedandoperationalizedsuchcurrentissuesasdiversification,specializationandorganizationalstructuresinprivateenterprises?FosunGroupsharesmanyfeatureswithmostprivateenterprises,suchasstartingfromscratch,graduallybuildingupcapital,seizingeveryopportunitytodevelopitself.AtthesametimeFosunGrouphasalsobeenuniqueinthatithasattachedequalimportancetoproductdevelopmentandcapitalmanagementandthatithasadoptedspecializationanddiversifiedinvestmentstorapidlyexpandthescaleandscopeofitsbusiness.Itishopedthatsuchanalyseswillshedlightonhowanaverageprivateenterprisecandevelopsteadily.KEYWORDS:privateenterprises,competitiveness,developmentstrategies,bottleneck,FosunHigh-techGroupofEnterprises200532420053242005324MBA11.119780.7%2003780012%1180012%1300044%70010%10030001300010000600GNP60%30%1-MBA211-1FIGURE1-1TheCategoryofPrivateEnterprises,10000701.1.12002MBA31.8819981.219932.398%20021902.566.35175200236.119981.819933.220021487200132.1%151.1549.6%11962002692IT20023824169.53281.871.861995.2%92.4%1.1.2MBA4MBA51.2199211MBA63.810100199350PCR300PCR11995199883.5200181128MBA76()122003850014419200323931.052004281.326.3334.750061101-135.8600196SH2337HK600282SH600655SH21.529.523.617.710.3MBA81-2FIGURE1-2TheOrganizationStructureOfShanghaiFosunHighTechCo.MBA9SWOT1992111993199319988199882.12-1MBA102.22.2.1103.8,MBA1119936100“”MBA122.2.219931993610005---PCR,,,,,,MBA13PCRPCR208090PCR+3PCR1995PCRPCR19972.3MBA142.3.1200320031.5%4%0.9%2003200320035511826.7%1537022.9%199520032003200339.59%48.65%16.78%34.27%2003MBA1520044--2.3.2:200365.574891000:20902003RD128.425.4%2.06%0.76:MBA162003506024362044.6:200354371%84.396.6239370105528651509:200325103199920032.734.9%142.7818.8%:“”200322.131413.61994353191620032136.04197.0374.312.3.3MBA172.3.42.3.52.42.4.1MBA18123r720018634MBA19562.4.2(1)5(2),,MBA20310%--20%1992420038012170%1+1242.52.5.11998873.520003345090.3%2000MBA2151454922%20009246024%200254000200010448%29.98%51%20001020016200182002620011120019199320034MBA22201992199819981998MBA232.5.2708090708090MBA242.5.31998,MBA252005MBA2612580MBA273.13.1.11.“”“”2.“R&D”MBA283.“”“”4.“”“”5.“”“”6.“”3.1.21210000MBA291.2.3.MBA304.5.6.,7.MBA313.1.3(),MBA324.5200252.4%10208021.7%8018.9%MBA333.2MBA343.2.1{X*dqiR&D1020WXT!-3.2.2MBA352005MBA36MBA37MBA384.14.1.112“”“”MBA393“”“”“”“”“”MBA40“”44.1.2(1)MBA41(2)4%MBA423-5(3)4.2MBA43,ROIMBA4460060%300512345764-1FIGURE4-1TheProcessofProjectAssessmentAndControlROIMBA455.15.1.12004200412MBA46200320045.1.2MBA47MBA485.1.370%5.25.2.1“”MBA495.2.2,,MBA505.3MBA517WTOWTOWTO(1)MBA5292004922337.HKA(3)4MBA53MBA54MBA55[1]2003[2]20042004.3,18-2284-96[3]NO12003133-145[4]J.DavidHunger,ThomasL.Wheelen,,,,2002.1[5]20022002.1237-55[6]2003.3[7]20032004.198-113[8]200462-77[9]J.FrankYates[],DecisionManagement,JohnWiley&Sons,Inc,2