深圳报业集团发展战略规划

上海交通大学硕士学位论文深圳报业集团发展战略规划姓名：王军申请学位级别：硕士专业：工商管理指导教师：宣国良20050305EMBAEMBAEFEIFECPMSWOTSPACEQSPMEMBATHESTRATEGYONTHEDEVELOPMENTOFSHENZHENPRESSGROUPABSTRACTAsoneoftheforerunnersofChina’sopeninguptotheoutsideworld,thecityofShenzhen,whichisfamousforitshigheconomicdevelopmentandpioneeringthought,hasbeenplayinganimportantroleinChina.AlthoughitseconomicgrossiscomparabletothoseofBeijing,ShanghaiandGuangzhou,thedevelopmentofthemediamarketinShenzhenisfarmoreinferior.TheShenzhenYouthNewspaper,theShenzhenSpecialEconomicZoneNewspaperandtheShenzhenCommercialNewspaperallcreatedbytheShenzhenPressGrouphadoncebeenfamousanddomesticallyhadgreatinfluencesincethelaunchofthereforminChina.However,duetoequivocalstrategicdirectionandoutdatedmanagement,itsstatushasbeendeclininginrecentyears.Therefore,theestablishmentofanewstrategyandastrategicregulationoftheinternalmanagementhavebeenputonthetableforincreasingthecorecompetitivenessoftheShenzhenPressGroup.ChapterOne:AnalysisofthefuturedevelopmentofthenewspaperindustryFirst,thechapterdiscussesthenewspapermarketofmainlandintermsofnewspaperindustrydevelopment,thetrendofproductdevelopmentandtheneedoftheaudience.Generallyspeaking,theaudience’sdemandfornewspapersofvariouskindskeepsincreasingastheresultsofthegreatnationaleconomicgross,theeagerdemandofculturalconsumptionintheprocessoftheconstructionofthewell-offsociety,thecivilizationdevelopingathigherspeed,thereconstructionofthesocialsystem,andtheshapingupofthenewsocialclass.Second,itanalyzesthecharacteristicsofthedomesticnewspaperindustrystructure.Theyareasfollows:theoutdatedideology,theinactivesystem,theillogicalstructure,thesimpleincomesystem,theredundancyofnewspaperswithlowerqualityandpoorcirculation.Italsoanalyzesthemanagement,thestrengthandthemanagingexperienceswhichfallshortofthemarketeconomyrequirementsandareEMBAlesscompetitivethanthoseindevelopedcountriesorinotherregions.Accordingly,theShenzhennewspaperindustrywillbemorepromisingifitreformswiththerightproductstrategyandmarketingstrategy.Finally,itanalysesthestructureandthedevelopingdirectionoftheproducts.ItsuggeststhatShenzhenPressGroupfocusonregulatingandconsolidatingtheadvantagesofitscurrentproductsandestablishingaleadingpositioninshortterm.ItalsosuggeststhattheGroupshouldsetalong-termobjectiveofextendingthemarketsintootherareas,developingsomenationwideproductsandbuildingupanationwidebrand.ChapterTwo:ThestrategicobjectivesandmissionoftheGroupFirst,thechapterdefinestheGroup’sdesire:tobethelarge-scalemediagroupwiththegreatestpowerinChina.Second,itdescribestheGroup’smission:tobuildafirst-classnewspaperindustrybyenhancingtheuseofresourcesandbringingforthnewideas.Finally,itformulatestheGroup’sstrategicobjectives,includingthestageobjectivesandtheoverallobjectives.Italsodividesthestageobjectivesintosales,turnover,netprofitandnetprofitmargin.ChapterThree:TheanalysisoftheGroup’sstrategicenvironmentThroughtheanalysisofexternalenvironment,competitorsandinternalsituationbyEFE,IFEandCPM,thischapterdeterminesthattheinternalsituationoftheGrouphassomeobviousadvantagesanddisadvantages.TheGrouphaslotsofexternaldevelopingopportunities.Theadvantagesoftheinternalsituationarethatithasabundantcapital,humanresources,advertisingincomeandstrongsupportfromthegovernment.Thedisadvantagesoftheinternalsituationmainlyoriginatefromoperatingmechanisms,productposition,experienceofmodernmanagement,profitabilityandsoon.Therefore,thebasicrequirementfortheGrouptodevelopfurtherisdefiningthecharacterofthemediaindustry,regulatingthestructureofproduct,improvinginternalmanagement,changingmarketstrategyandraisingthereturnoncapital.ChapterFour:DefiningthepositionandformulatingdevelopingstrategyThischapteranalysestheGroup’sabilitytodealwiththechangesoftheexternalenvironment,evaluatetherelevantinternalfactorsbyusingtheEMBASWOT,whichhelpstofindouttheGroup’sstrengths,weaknesses,opportunitiesandthreats.Itproposeseightstrategiessuchasconsolidatingthelocalmarketfurther,extendingthemarketsinotherareasandintegratingresourcesofdifferentareas.Accordingtostrategicpositionandcampaignevaluation(SPACE),thischapterdefinesthepositionoftheexpandingdevelopingstrategyfortheGroup.Byusingthequantitativestrategicplanningmatrix(QSPM),itformulatesthebestfeasiblestrategies:marketinfiltration,diversityandstrategicamalgamation.ChapterFive:ImplementingthestrategicprogramsThischapterformulatesthespecificprogramssuchasproductstrategyandmarketdevelopingstrategyaccordingtotheoverallstrategies.Italsoformulatesanorganizingandcontrollingsystemwithintheorganizationculturetomakesurethestrategicprogramscanbeimplementedandthestrategicobjectivescanbeachieved.KEYWORDS:StrategicprogrammingMarketinfiltrationDiversityStrategicamalgamation.EMBA200535EMBA200535200535EMBA14512003521374911646367.8320032432003613820013639169148076899172001443.051985455831)63199696602262)E&P2001148076892137EMBA2453)4)5)6)5-8%22003201)5-1063570%2)GDP3%20031078.680.92%EMBA3453)1017%—25%4200381939591420030.92%3%1-3510123EMBA445411“”235421199120021232%120%EMBA54511991-20022004222001205.9266.18%200015.