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学位论文:PCG公司战略研究PCG公司战略研究摘要经过改革开放20多年来的高速发展,中国钢铁产业已经全面告别短缺,从卖方市场转变为买方市场,钢铁产业进入了加速结构调整、提高竞争力为主的新阶段,钢铁企业面临更加激烈的竞争。尤其是加入WTO以来,中国钢铁市场正逐步成为世界钢铁市场的一部分,由于中国钢铁产业在品种、质量、成本、服务和效率方面与世界先进水平仍存在相当差距,因此处于产业中的企业面临着更为巨大的竞争压力。而中国经济快速发展,政府实施扩大内需的政策,加快工业化、城市化和新农村建设进程以及西部大开发战略,也给中国钢铁产业带来了前所未有的发展机遇。在21世纪新的竞争环境下,中国钢铁企业如何有效研究、应对外界环境变动,考虑自身的发展方向和发展战略,以迎接机遇、应对挑战,就成了摆在每一个企业面前的严峻课题。本文试图通过对产业结构理论、资源能力理论等战略管理基本理论的运用,以个案分析的方式,采用定性分析与定量分析相结合的方法,在对研究对象PCG公司进行战略分析的基础上,就企业应如何应对新的变化,确立新的发展战略,提出自己的意见,以供企业参考。本文采用实证研究的方法,坚持理论与实践相结合的原则,将所学的战略管理知识运用到具体的企业案例,对PCG公司的发展战略作了较详尽的分析和探讨。本文共分为五章,第一章为前言部分,介绍研究对象的基本情况、研究背景、研究目的、研究方法及论文框架;第二章介绍战略管理理论,概述研究理论基础;第三章分析企业的外部战略环境;第四章分析企业的内部资源与能力;第五章进行企业战略选择分析;第六章提出企业战略选择结论,并探讨了战略实施相关问题。经过对企业进行战略分析,本文认为PCG公司的战略应当是:对外积极寻求政府支持,利用相关优惠政策,确保搬迁改造工程的顺利完成和解决好发展资金筹措事宜;集团内依托母公司攀钢(集团)公司资源、资金、技术优势,采用合资/战略联盟方式,进一步改进产品结构,提高技术装备水平;对内一方面进一步深化改革,建立现代企业制度以及适应市场经济的企业运行机制,加强管理、提高效率,重点对职工医院、川冶厂、汽运公司等后勤辅助单位实施紧缩战略,剥离辅后以精干主体;另一方面在产品竞争战略上对普通钢材产品实施稳定型发展战略,以成本领先为基础,进行市场渗透和市场开发,提高市场占有率;对高钢级钢材产品实施扩张型发展战略,以产品差异化为基础,利用内部资源和能力进行内部创业,开发新产品,进一步提高市场竞争力。关键词:PCG公司钢铁产业产业结构资源能力战略ResearchOfStrategicSelectionForThePCGCompanyAbstractExperiencingthehigh-speeddevelopmentsincethereformandopeninguppolicymorethan20yearsago,Chinahasgotridofthesteelshortage,shiftingfromabuyer'smarkettoaseller'smarket.Thesteelindustryhassteppedintothenewstageofacceleratingstructuralreadjustmentandimprovingthecompetitivepower.Thesteelindustryisconfrontedwithmoredrasticcompetition.EspeciallyafterenteringtheWTO,theChinesesteelmarketisgraduallybecomingpartoftheworld’s.OwingtothegapbetweenChinaandworld’sadvancedlevelintermsofvariety,quality,cost,serviceandefficiency,thepressureofcompetitionthattheenterprisesarefacedwithismoreandmoreserious.Meanwhile,China’seconomyisdevelopingfast.Thegovernmentenforcesthepolicyofexpandingdomesticdemand,andacceleratingindustrialization,urbanizationandtheprocessofreconstructingnewvillagesaswellastheimplementationofthedevelopmentstrategyofwestChinahaveallbroughtaboutunprecedenteddevelopingopportunitiestotheChinesesteelindustry.Underthenewcircumstancesofcompetitioninthe21stCentury,itisasevereissueforeveryenterprisetoconsiderhowtoanalyzeandcorrespondtothechangesexistingintheexternalenvironmentandhowtochooseitsowndevelopingdirectionsanddevelopmentstrategysoastoholdonopportunitiesandtomeetchallenges.Thispaper,onthebasisofthebasictheoriesofstrategicmanagementsuchasindustrialstructuraltheoryandresourcecapacitytheory,etc.attemptstoprovidesuggestionsandreferenceofhowtoadapttothechangesanddecideitsdevelopingdirectionsanddevelopmentstrategyfortheenterprisesinthisareainthewayofindividualcasestudyandassociatingqualitativeanalysiswithquantitativeanalysisinordertoanalyzePCGCompany,theresearchsubject,strategically.Thispaperalsoadoptsthemethodofempiricalresearchandcombinestheorywithpractice,applyingtheknowledgelearnedfromstrategicmanagementtothespecificenterprisecaseandhasanelaborateanalysisanddiscussofPCGCompany.Thispaperconsistsoffivechapters.ChapterOneistheintroductionsection,whichintroducesthebasicconditionoftheresearchsubject,thebackgroundandaimsoftheresearch,researchingmethodandthediscourseframes.ChapterTwointroducesstrategicmanagementtheoryandsummarizesthetheoreticalbasisoftheresearch.ChapterThreeanalysestheexternalstrategicenvironmentoftheenterprise.ChapterFouranalysestheinternalresourcesandthecapabilityoftheenterprise.ChapterFiveanalyzesthestrategicselectionschemeoftheenterprise;AndChapterSixbringsforwardtheconclusionoftheenterprise’strategicselection,anddiscussesthequestionsaboutthestrategicpractice.Basedonthestrategicanalysisoftheenterprise,thispaperbelievesthatthePCGCompanyshouldontheonehandchoosethestrategyofseekingforthegovernment’ssupportandmakingfulluseofthepreferentialpoliciesconcernedtoguaranteethemovementandmodificationworkaswellasdevelopingfinancing;relyingontheresource,capitalandtechnologicaladvantagesoftheparentcompany-PangangGroupCorporationandadaptingthewayofjointinvestmentorstrategicalliancetoimprovetheproductstructureandenhancethetechnicalarrangement.Ontheotherhand,itshouldenhancetheadministrationandimproveefficiencywhiledeepeningtheinnovationandreformandbuildupmodernenterprisesystemandtheenterpriseoperationalmechanismwhichisadaptivetothemarketeconomy,aswellasenforcingthequantitativedeflationstrategyespeciallytotheWorkers’Hospital,SichuanMetallurgicalFactory,thetransportationcompanyandotherauxiliarylogisticunitstoformaprecisebody.Inaddition,thecompanyshouldcarryoutthestabledevelopmentstrategyinthecommonsteelproductsandprocessmarketpenetrationanddevelopmenttoimprovethemarketshareonthebasisofcostleadership;carryouttheexpandingdevelopmentstrategyinthehighgradesteelproductsandmakeuseoftheinternalresourceandcapabilitytostartinternalcorporateentrepreneurshiponthebasisofproductdifferentiationinordertodevelopnewproductandenhancethecompetitivenessinthemarket.Keywords:PCGCompany;steelindustry;industrialstructure;resourcecapacity;strategy目录第一部分前言................................................................................................................11.
本文标题:pcg公司战略研究
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