上海绿化总公司总体战略规划

上海交通大学硕士学位论文上海绿化总公司总体战略规划姓名：陈伟良申请学位级别：硕士专业：工商管理指导教师：黄丹20050228EMBASWOTQSPMEMBAEMBATheentirestrategyplanningofShanghaiGreen-makingOmni-corporationAbstractionInthepastafewyears,gardenlandscapingindustryhasbeendevelopingrapidlyandismoreandmoreimportantamongthebasicindustriesinnationaleconomy.ShanghaiGardenGreen-makingOmni-corporationwasthetoponecompanyingardenlandscaping.However,thecompany’sdirectionbecomesvague,thecurrentorganizationcan’tmeetthemarket’sneedswhichisdevelopingrapidlyandtheshareofmarketslumps.Howtokeepthecompetitionadvantageinfast-changingmarket?Howtoraisethecompetitiveness?Thekeyis“strategicmanagement”indefinitely.It’snecessarytodrawupthenewstrategyplaninwholetoassurelong-term,sustainabledeveloping.ThereisdescribingShanghaiGardenGreen-makingOmni-corporation,thecountryholdingcompanywithbigscaleandhighprofessionaltechnique,andisreviewingitsstrategictopic,subjectandtask.Underthebackgroundoftransformingfrompublicgreen-makingadministrativetobusinessexecuting,Green-makingOmni-corporationhasdevelopedsuchthreekeybusinessasgardenlandscape,blossomexecutingandgrovetourismsorapidly.Progress,backwardorstay?Professionalmanagingormulti-managing?Havestrategicsimilarbusinessornot?Whereiscorecompetition?Howtomakeinvestingdirection?Inordertopromotethecompetitivenessoftheorganization,assurelong-term,sustainabledeveloping,somekeysegmentsofmanagement,suchasinnerexecutiveregulationandorganizationdesign,shouldbeadjustedtoestablishandstandoutuniquecompetitiveadvantageinwhole.Atthesametime,accomplishthemissionofbeingagroupofmodernenterprisewithfocusingardening&landscaping,whichleadstheindustryofgardenlandscaping,Aftersynthesizingsuchvarietiesofcomplexoutsideenvironmentsaseconomy,society,cultureandcompetition,boththeopportunitiestoprofitandthepathfarfromthecompanycrisisarefirmlyacknowledged.Trackingsystemanalysisoftheresourceandcapacityforinternalbusinessstructure,management,financialandhumanresource,manufacturetechnique,wecanclassifytheCompany’ssuperiorityandweakness.ThereisalsoadetailedSWOTanalysisandsynthesisontopthreebusinessofShanghaiEMBAGreen-makingOmni-corporation.Itconcludesthatgardenlandscapingisthelong-termbusinesscore;blossomistheextendbusiness;grovetourismistheindependentbusiness.Onthebaseofinternalandoutsideenvironmentanalysis,wevalueandselectdevelopmentstratagembyQSPMModel,thenconcludetheapproachtodevelopingstrategyinclose,midandlong-termphases.ThestrategyofGreen-makingCompanyconsistsofthreesteps:Firstly,basedonthemarketpenetration,makingthegardengreen-makingconstructionasthemainbusiness.Bythiskindofmethod,group’scomprehensivestrengthcangainarapidprogresswithinashorttimethatmaketheinitialsuccessincapitalaccumulate.Meanwhile,itisalsoamaterialguaranteeforboththeaccomplishmentofotherprogramsandadjustmentofsystemreformandproprietaryeconomicrelations.Secondly,putthefollowingworkingasthecorebusiness--GardenGreen-makingConstruction,TreesManagement,RealEstateDevelopment,Green-makingMaintenance.Strategyinmarketdevelopmentandcentralizedandmultiplebusiness,whichmeanswhenincreasingmarketdevelopmentofothercities’gardengreen-makingconstruction,weshouldalsomakegardengreen-makingconstructionorientedtospeedupthecentralizedandmultiplemanagement,makeapositiveroleinjoiningthemarketingcompetitioninrelevantindustry.Thus,makingitrealityforgroup’scorebusinessandprofitsourcecentralizationagainsttime.ThethirdstepemphasizesthedevelopmentonGardenGreen-makingConstruction,Green-makingMalignance,LargeFlowerTradeCenter,FinancialInvestment,PlantsMedium,ModernFlowerNurseryandTreesNursery(highqualityflowers,preciousplants,FlowerandPlantsSproutsandTransgenicFlowerandPlants,ect),Byinsistingthestrategyonmarketpenetrationandintegratebusiness,trytotransferShanghaiGreen-makingOmni-corporationfromatraditionalgardengreen-makingconstructioncompanyintoatopdomesticcomprehensivelargegroupcooperationwithlargegardengreen-makingorientedindustry.KeyWordsStrategyPlanning,InternalandOutsideEnvironmentAnalysisStrategyMatching,StrategySelectingEMBA2005228EMBAEMBA-1-strategas,,.,,WTOEMBA-2-SWOTQSPMEMBA-3-199528199691.60.740.8519961997199820001013AAAA2003162.285.5710EMBA-4-519952003199720031-11-11-21-232.24%200080.81%200329.38%2002200346.5%57.63%1999320011999114EMBA-5-20001-11999-2003990001020319883.6735951.337829.7044046.3155718.75907.55213.271956.701789.73946.6019883.6735951.337829.744046.3155718.75907.55213.271956.71789.73946.61-11999-20031-21999-2003990001020317756.616277.419312.928521.741687.9620.84379.75616.6874.11949.352325181712176139066624502147399647818088530925267174779252-114225210201EMBA-6-050001000015000200002500030000350004000045000-200020040060080010001200140016001-21999-2003WTO..EMBA-7-...EMBA-8-SWOTQSPM1-41-3QSPM12TOWS1-4SWOTEMBA-9-....EMBA-10-1996“”10198314GDP10.63%1996200110%3-119999.7697.5%8%(hypo–high–growthperiod)3-11989-2001GDP“”1.199852.200820086EMBA-11-28003.1998GDP13000231.2.EMBA-12-3.10%6018%20252.818.46%20506044.“”33-35%211040%201545%11.2.EMBA-13-3.WTOEMBA-14-1.199088979(20001/3)4.23%20001779059.39.38%205.15%2000143.8320.1113.9629.961