风险评价管理制度

上海交通大学硕士学位论文从ESE公司战略变革透视入世后香港贸易代理商发展战略姓名：林彬申请学位级别：硕士专业：工商管理（MBA）指导教师：宣国良20030111FROMESECo.STRATEGICTRANSFORMTOSEEHKTRADERDEVELOPMENTALSTRATEGYAFTERChinaJOINWTOABSTRACTAfterChinaJoinWTO,theruleoftradehasoccurredandisoccurringlargeanddeepeffecttoeverydomain.ThearticleresearchthehistoryofHKEconomyandfindthedeveloptraceofHKEconomyanditscoredegreeoftradeandHK’stradeadvantage.ThearticlealsoanalysisthestatisticsofHK’TradeDataandsimplyintroducethegeneralsituationofHK’strade.Mostofthemaresmallandtheirtrademodeissimilar.AfterHKreturnedChinain1997,thesurroundingofHKbothinpoliticsandeconomyhadchangedmuch.Duringtheperiod,HKcamethroughtheSouth-EastAsiaCrisis,decayofworldeconomyanditseconomysuffereddeepbeat.TheconfidenceofHKpeopleisbecominglow.AfterChinajoinWTO,thetradesurroundinghasoccurredandisoccurringdeepchange.ForHKtrader---thebaseofHK’seconomy,itisachance?Oronemorehardbeat?ThearticleresearchtheManufacturingtransfer,HK’stradehingestatus,MNCrallyingpointandServiceindustryandmakeaconclusionthatitisachanceeitherthreattoHK’strade.HowtousethischanceandavoidthethreatistheurgentstudyforHK’trade?HowtodoStrategyAnalysis,Strategyselectandhowtoexecutethestrategy?Thearticleuseauthor’scompany----ESECo.----onetradecompanyasmodeltoanalysisitsstrategyafterChinajoinWTO.ThearticleusePorter’s5basicrivalforceModeltool,GameTheory,SWOTAnalysis,ValueChainToolandIndustryValueChainToolinanalysis.Thenthearticlesupplyseveraldevelopandcompetestrategyandmakeaseriesofsuggestofstrategyandthesteptoexecute.ThearticleanalysistheenterprisestrategyfirstandbringforwardhowtosetupandimproveCorecompeteability,brandstrategy,ValueChainrecreatedandhowtousesystemlockmethodtocontroloriginals.Attheendofarticle,thesecondlevelofstrategy---Dep.Strategyisstudied.TheStrategyandExecutewaycanalsobeusedforreferencetootherforeignanddomestictrader,suchasLevonoandFangzheng.KEYWORDS:WTO,strategy,corecompeteability,brand,valuechain20031221MBAESE1ØØMBAESE2ØØ1.2MBAESE31.2.21.MBAESE4MBAESE5MBAESE6-5000000500000100000015000002000000200020012002Figure1-1HKTradeQuantityfrom2000to2002MBAESE7MBAESE8-50000050000100000150000200000-02-02-02-02-03-03-03-03Figure1-2HKTradeQuantityfromJune2002toAug.2003MBAESE9200244%11%7%6%5%5%2%20%Figure1-3HKimportationQuantityaccordingtolocationMBAESE10MBAESE112.1ØMBAESE12ØØMBAESE13ØØMBAESE14ØMBAESE152.2MBAESE16MBAESE17MBAESE18MBAESE19MBAESE20MBAESE213.1MBAESE22ØØFigure3-1SchmidtGroupOrgnizationGraphMBAESE23ØMBAESE24Figure3-2ESECo.OrgnizationGraphMBAESE253.2MBAESE26Figure3-3Poter’sBasicRivalModelof5ForceMBAESE27Figure3-4ESE’sBasicRivalModelof5ForceØMBAESE28MBAESE293.3SWOTMBAESE30MBAESE313.43.4.1MBAESE32Figure3-5ValueChainofESECo.MBAESE33MBAESE34MBAESE353.4.2MBAESE36Figure3-6ValueChainofIndustryMBAESE374.14.1.14.1.2MBAESE384.1.3MBAESE394.24.2.1MBAESE404.2.2MBAESE41MBAESE42MBAESE43MBAESE445.1.1ESEMBAESE455.1.2ESE5.1.3ESEMBAESE46MBAESE475.2.1MBAESE48ØØØMBAESE49Ø5.2.2MBAESE50MBAESE515.2.3CISMBAESE525.2.4MBAESE53MBAESE545.35.3.1MBAESE555.3.25.3.3MBAESE565.4MBAESE575.4.1Figure5-1BostonMartrixofTMDep.OfESE5.4.2MBAESE58ØMBAESE59MBAESE60Figure5-2MarketShareofNAMBAESE61MBAESE625.5MBAESE63[10]1998MBAESE64MBAESE65[1]8890从ESE公司战略变革透视入世后香港贸易代理商发展战略作者：林彬学位授予单位：上海交通大学本文链接：授权使用：上海海事大学(wflshyxy)，授权号：de86343b-acce-4203-800e-9e2200d64615下载时间：2010年11月2日