郑州纺织机械股份有限公司发展战略规划

上海交通大学硕士学位论文郑州纺织机械股份有限公司发展战略规划姓名：张国仁申请学位级别：硕士专业：工商管理指导教师：徐飞20051001;;CRM””JITERP;IT;JITKPIERPDEVELOPMENTSTRATEGYLAYOUTOFZHENGZHOUTEXTILEMACHINERYCO.,LTD.ABSTRACTTextilemachinerytradeisthebiggestequipmentmanufacturetradeintextileindustry,whichisoneoftheimportantfoundationtradesinthenationaleconomy.ZhengzhouTextileMachineryCo.,Ltd.hadeverbeenintheleadingpositioninthedomestictextilemachinerymarket,butwhichwasoutoffocusinthestrategydirection,andlaggedininteriormanagementmode;alongwithgoing,itwasmeetingthebump-wallrisk.So,itdemandsestablishingthenewstrategylayout,antatthesametimeadjustingtheinteriorkeymanagementlinktoimprovetheenterprisecompetitionability.ThispaperfirstanalyzestheouterdevelopmentenvironmentoftheChineseeconomicdevelopmentandtextiletrade.Chinesetextilemachinerytradeismeetingbothopportunityandbigchallenge.ZhengzhouTextileMachineryCo.,Ltd.willrealizetheglobalizationoperation,notonlyfacingtheinternationaltop-grademanufacturepermeatingthedomesticmarketwhobuildsfactoriesinChinaandprickingupthecompetingenvironment;butalsofacingthepredicamentdevelopingtheinternationalmarket.Thispaperanalyzestheenterpriseresourcesandthecoreabilitythroughanalyzingtheinteriorenterprise.ItmaksuseofaviewpointforthemodelofBaud“fiveforcestoanalyzetextiletrade,whosetargetmarketisplacedinthestageinfiercecompetition,tinybenefit,andthereisacommonviewinsideoftrades“muchwork,littlemoney.Thedomesticlatententrantentersinwithflexiblemechanism,littleburden,andthesmallerin-and-outcost.Theabroadsuppliernegotiationabilityishigher,causingtheenterprisepurchasingcostbigger.Thebargainabilityofthebuyerstrengthensquickly,causingthepricelower.Thereislittlepossibilitytoarisethesubstitute.Amongthefivecompetitionfactors,fourfactorsbringmuchpressuretotheenterprise.Meanwhile,thispaperusesSWOTmodeltoanalyzetheinteriorstrength,weakness,opportunityandthreats,thatfoundtheenterprisepossessesofbetterproducts,techniquesandgoodopportunityoffacingmarketdevelopmentandnewindustry;alsofoundtheweaknessofineffectivestate-runshareholding,anddodgingrisks,andthreatsofweakcompetitionwiththeinternationaltop-gradeenterpriseandthecivilenterprise.Putbrandstrategyintopracticeasthecore,piercingthroughinthedepthofwholeindividualdepartmentofthestrategywithwidedegree;buildinguptheenterprisebrandculture,supportingcontinuouslyandpromotingthebrandimage.Withintelligenceresourcesstrategytocreatethecorecompetenciesoftheenterprise,setupaviewofemployeefirstandcustomersecond;establishthesalarystrategyofpersonalabilityfortunizationtomakeemployeehappytoworkandcreatenewproducts;PromotethepositivityandloyaltytotheenterpriseofthepersonnelwhoareworkingtheResearchandDevelopmentdepartment.Puttheinternationalizationmarketdevelopmentstrategyandtheintimatecustomerstrategytocementthelocalmarket,developingtheworldmarketintopractice;regardCRMastheprinciple,popoutcustomersindifferentlevel,proceedthecustomerthefixedpositionsubdividestotightlygraspthecustomerwhocanbringtheprofitstotheenterprise,creatingtheprofitssourceoftheenterpriseandbringupcustomer'sloyalty.Puttheenterprisedummyregroupandtheinformationstrategyintopracticetointegratematerialflowandcommunicationflowintothewholevaluechainoftheenterprise.Inbusinessprocessfromcustomertoproduction,fromproductiontocustomer,putJITandERPintointeriorpracticeofproduction.RecurtoITsystemsupport,realizevaluechainsmoothlyinthewholechaintoimprovetheenterpriseontimedeliveringgoodsability,increasingtheconnectionabilityofupperstreamsupplychain,internalvaluechainanddownstreamcustomer'schannel,andthenboostthecorecompetenciesoftheenterprise.Theenterprisestrategyimplementationtakesthesourcereorganizationasthedirectionguide,settinguptheglobalizationstrategyandconstructingtheenterprisemodernorganizationstructuretoreformthesaleprocessmanagementandtheproductionflowwiththeprocessreforge,andputJITsystemintopractice.Establishtheenterprisehumanresourcestrategytoinsuretheimportanceoftheenterpriseknowledge.Promotetheknowledgeinthewholesystemsmoothapplication,combiningtoestablishaknowledgemanagementsystemwiththehomologouscorporateculture,establishingtheenterpriseKPIachievementassesssystemtoguaranteetheresultsofsupervisingthestrategy.ExtendtheERPapplicationintheenterprise,pushtheenterprisemanufacturinginformationtoplayapowerfulsupporttotheenterprisemanagementandpromotethecorecompetenciesoftheenterprise.KEYWORD:strategylayout,SWOT,BPRKPI,BalancedScorecardReport,2005916EMBA1EMBA2EMBA3EMBA4EMBA5EMBA6EMBA7EMBA8EMBA9EMBA10EMBA11EMBA12EMBA13EMBA14EMBA15EMBA16EMBA17SSWWOOTT????:1.;.2..3.4.:1..2..3.4.:1.2.3.:1.2.3.4.EMBA18EMBA19EMBA20EMBA21EMBA22EMBA23EMBA24EMBA25EMBA26EMBA27EMBA28EMBA29EMBA30EMBA31EMBA32EMBA33EMBA34EMBA35EMBA36EMBA37EMBA38EMBA39EMBA40EMBA41EMBA42EMBA43EMBA44BOMPullPushEMBA45EMBA46EMBA47EMBA48EMBA49EMBA50EMBA51EMBA52EMBA53EMBA54EMBA55DDN//CIMSIntranet/InternetWeb/OADBERPDBDBDBMASOACAQOADBVPNPDMCADCAECAPPCAMERPCRM/SCMDSSDwCIMSDDN/InternetEMBA56EMBA57EMBA58EMBA59郑州纺织机械股份有限公司发展战略规划作者：张国仁学位授予单位：上海交通大学相似文献(10条)1.会议论文王婷特色产业战略规划与城市发展——以佛山市环市街道童装产业为例2006本文按照政府为什么要编制特色产业战略规划——如何编制特色产业