昌成纸业有限公司发展战略规划

上海交通大学硕士学位论文昌成纸业有限公司发展战略规划姓名：刘波申请学位级别：硕士专业：工商管理指导教师：陈德智20050612SWOTSPACESWOTSWOTSPACEDEVELOPMENTSTRATEGYOFCHANGCHENGCOMPANYABSTRACTFollowingthedevelopmentofmarketeconomy,moreandmoreprivatecorporationenterthelightindustryindomestic.Butmostofthemcouldnotaccomplishdurativedevelopmentbecauseofabsentingthestrategicmanagement.ThisisaimportantproblemthatChangChengPaperLtd.faced.Howtobecomeaefficiententerprisethroughmakingareasonablestrategicplanisthemainreasonofwritingthispaper.ChangChengPaperLtdhasgonethroughtheindustrystagnancytermandwillhaveagooddevelopingopportunity.Sowemusthelpthemtomakeagoodstrategicplantoreducetherandomdecisionandstructuralproblem.ThepaperadoptsMichaelPorter’scompetitiontheory,SWOTmatrixanalysisandSPACEmatrixanalysis.Weutilizethismethodanalyzetheexternalandinternalenvironmentofthiscompanytofindthekeypoint,developingdirectionandactionplanofstrategicmanagement.Thispaperincludesthreechapter.Thefirstchapterintroducesallusedtheoriesinresearchprocess.Inthesecondchapter,thefirstsectiondescribesthepoliticalandeconomicenvironment,analyzethepaperindustrydevelopingtrendandfindthemarketingopportunity.Thesecondsectionanalyzesthesuppler,customer,substitute,potentialcompetitoranddescribesthecompetitiveposition.ThethirdsectionutilizeSWOTmatrixinvestigatethestrengthandweaknessofthiscompany.TheforthsectionuseSPACEmatrixanalyzethestrategicdirectionandmaketheholisticstrategy.Thethirdchaptermakestheconcretefourphasegoalsandstrategicplaninoperation,marketingandorganization.Thelastchapterreviewsthewholeresearchprocessandsumupthepaperconclusion.Thispaperresearchindicatethepaperindustryhaveenteredthedevelopingterm.Comparedwiththeothercompetitors,ChangChengLtdhavethestrengthincostcontrol.Thiscoststrengthismakingoftheoperationability,technologicemployeeandleader’sgoodsight.Itcouldbereplicatedverydifficulty.SoitcanbecomethecorecompetitiveabilityofChangChengLtd.Itcanletthiscompanyremainthecontinuousdevelopment.ButChangChengLtdhassomeprobleminmarketingandorganizationsystem.Thecompanymustsolvethisproblemaccordingtostrategicplanmoreandmoreearly.KEYWORDS:paper,strategy,plan200558200558200558190099%60%57%40%75%60%209076.6%199966%1/370%60%MBA11.11.1.119941998402001500400MBA21.1.220031.21.2.11.2.2[1]MBA3200377SWOTSPACE1-1Fig.1-1ResearchFrameworkOfThisPaperMBA41.31.3.1206040SWOTStrength,Weakness,OpportunityandThreat[2][3]MBA52080MBA6401.3.280()MBA7SWOTSWOTMBA81.3.3SWOTSWOTSWOTStrengthsWeaknessesOpportunitiesThreatsSWOTSWOTSWOT[6]SWOTSWOTSWOTSOSTWOWT1.3.4SPACESPACESWOTSPACESWOTSPACE+6606604iMBA9iiiiiivMBA102.146[12]2.1.1APPMBA112001[13]20042“”20101015500hm21=15hm255061520042005124%~26%2.1.2200415695670.9425.31%3.97649.4425.47%2.65617.8126.17%2.1128.79MBA126.7530.63%11.32[15]2-169899000102033348352535753683433248062.385.281.413.0217.6210.94200220042-22-160100020003000400050006000989900010203Fig.2-1PaperConsumptionFrom1998To2003InDomesticMarket2-2Fig.2-2ValueStreamInPaperIndustryMBA132-22-2033011520055638001790000.4284153604046400617600.5412460801011600576800.786138401416240200800.376276801517400250800.3183513440020232001576002005160902545448020058817200427[16]20049600%20%40%60%80%100%2-3Histogram.2-3CostStructureOfsevera1LargePaperProducerInDomesticMBA140467380001031.850374601501832002315Aracruz0513592234.29382003255036.8%139059243%30075%05GDP2005503120106604201587882-4Fig.2-4ImportedWoodPulpPriceChangeAnalysesMBA152-369899000102033348352535753683433248062.385.281.413.0217.6210.9415624628633750460323.557.716.118.249.619.654.296.486.482.679.6102.904700058002-4200330037500310200311031003004525049750411041303005130057B300510059030350053005008000580010005MBA162.1.3210120321APPAPP1094787900900200416332.3222.65114.26533.6314.1122.94108.9117MBA17232506070g/m2787×109280100120g/m2787×109278785738109285731092600/1600/3120.830027212MBA180210102000441995301020001020126512MBA1912-50102241112241112121220120MBA2021112-61111220102361111111110MBA2110200511811112-711101011111111111112MBA222.2963MBA232003002.2.1742-5Fig.2-5MutualUtilizeOfMaterialPaperInAllBusinessUnitsMBA2412108375843361560011009001823MBA25200320301012200511MBA265810152-6Fig.2-6CompositeCompetitionStrengthOfCompanyMBA272.2.217125565.58300200520051515MBA282.3SWOTSPACE2.3.1SWOTMBA29810SWOT2-9SOS1-S2-S3-S4-S5-S6-O1-O2-O3-O4-P1O1O2O3O4S1S2S3S4P2O1O2S1S2S3S4S5S6MBA302-10WOW1-W2-W3-W4-O1-O2-O3-O4-P3O1O2O3O4W1W3P4O1O3W1W2W32-11STS1-S2-S3-S4-S5-S6-T1-T2-T3-T4-P5T1T3T4S1S2S3S4P6T4S1S3S4P7T1T2T3S1S2S3S42-12WTW1-W2-W3-W4-T1-T2-T3-T4-P8T1T2T3T4W1W2W3P9T4W1W2W3MBA31SWOTP1P2P3P4P5P6P7P8P92.3.2SPACESWOTSPACESPACESPACESWOTMBA322-13SPACESPACE20.20.440.20.820.21.040.20.830.20.630.20.640.31.240.31.230.10.340.10.43.53.850.21.030.20.640.20.830.20.620.20.220.20.440.20.830.20.650.21.040.20.83.83.050.21.050.21.030.20.630.20.610.20.230.20.610.20.210.20.240.20.840.20.82.83.250.20.830.20.660.21.260.21.220.20.420.20.440.20.830.20.650.21.050.21.050.21.040.20.85.24.6,0660,MBA33SPACESWOTSWOT0-66-663-3-33SPACEMBA343.13.1.13.1.220052006200620073020072008MBA35502008201030503-1Fig.3-1allphasestrategicgoalincompanys