本文關鍵詞：成都弘林機械有限公司戰(zhàn)略選擇研究　出處：《電子科技大學》2013年碩士論文　論文類型：學位論文

  更多相關文章： 核心競爭力 木工機械行業(yè) 戰(zhàn)略選擇 戰(zhàn)略愿景 職能策略

【摘要】：二十一世紀是知識經(jīng)濟時代,企業(yè)的經(jīng)營方式正在經(jīng)歷深刻而廣泛的轉(zhuǎn)變,在企業(yè)的發(fā)展中應更多地考慮短期效益與長期效益、經(jīng)濟效益與社會效益、股東利益與相關者利益以及和環(huán)境生態(tài)效益的協(xié)調(diào)統(tǒng)一,只有融入多方面利益于一體的綜合價值最大化才能獲取企業(yè)的可持續(xù)發(fā)展。基于這一背景,弘林公司在成立之初,就確立了公司的未來發(fā)展愿景:在10年內(nèi)打造中國木工機械第三極,形成中國林業(yè)產(chǎn)業(yè)裝備制造基地,將四川打造成中國木工機械之都。本論文以弘林公司初創(chuàng)時期的發(fā)展戰(zhàn)略為研究課題,在確定了公司戰(zhàn)略愿景的基礎上,深入研究了弘林公司基于構建核心競爭力的市場營銷策略、生產(chǎn)運作策略、研發(fā)策略、人力資源策略以及財務策略等各職能戰(zhàn)略。重點確立了弘林公司在未來發(fā)展中培育核心競爭優(yōu)勢的幾項重要措施:在技術研發(fā)方面依托韓國方面的技術支撐、弘亞公司完整的研發(fā)團隊以及高等院校的科研力量,培育公司自身的研發(fā)隊伍;在市場營銷方面采取4S店代理營銷模式,推廣林豐公司的營銷模式,樹立為客戶盈利服務的營銷意識;引入文化元素,舉辦各種行業(yè)論壇,塑造產(chǎn)品品牌的美譽度;人才培養(yǎng)方面與職業(yè)院校和高等院校保持長期合作關系,引入各種層次的技術人才;生產(chǎn)運營方面采取零配件外包配套生產(chǎn)模式,并采取參控股方式加強對生產(chǎn)供應鏈的控制,具備完整可控的配件供應體系,適時引入ERP,實現(xiàn)對公司生產(chǎn)供應鏈系統(tǒng)資源的有效配置,提升公司核心競爭力。本次研究的創(chuàng)新點:①論文探索性研究了我國木工機械行業(yè)企業(yè)發(fā)展戰(zhàn)略的構建,立足于核心競爭力的構建,提出弘林公司的戰(zhàn)略愿景,為弘林公司未來10年的發(fā)展提供了戰(zhàn)略指導。②構建了木工機械行業(yè)企業(yè)零配件外包配套生產(chǎn)模式。通過引入弘亞公司完備可控的配件供應體系,以參股控股模式加強對重要承包商的控制,實施ERP,打造弘林公司完整可控的生產(chǎn)供應鏈系統(tǒng),培育公司在生產(chǎn)運轉(zhuǎn)領域的核心競爭優(yōu)勢,保障企業(yè)生產(chǎn)運轉(zhuǎn)戰(zhàn)略目標的實現(xiàn)。③在木工機械行業(yè)的市場營銷方面探索性引入文化元素,提出通過舉辦各種行業(yè)論壇,塑造產(chǎn)品品牌的美譽度,樹立為客戶盈利服務的營銷意識,培育公司在市場營銷領域的核心競爭優(yōu)勢。本論文是對培育企業(yè)核心競爭優(yōu)勢的發(fā)展戰(zhàn)略在木工機械行業(yè)的應用做出的初步探索性的研究,對在弘林公司各職能領域培育核心競爭優(yōu)勢的發(fā)展策略及策略措施進行了探討,盡管其中仍存在一些不足之處,但隨著研究的深入,我們相信,弘林公司在戰(zhàn)略愿景的指導下,必將取得經(jīng)營的成功!
[Abstract]:21th century is the era of knowledge economy. The management mode of enterprises is undergoing profound and extensive changes. In the development of enterprises, more consideration should be given to short-term and long-term benefits, economic and social benefits. The interests of shareholders and stakeholders as well as the environmental ecological benefits of the coordination and unity, only the integration of multiple interests in a comprehensive value maximization in order to obtain the sustainable development of enterprises. Based on this background. At the beginning of its establishment, Honglin Company established its vision for future development: to build the third pole of Chinese woodworking machinery in 10 years, and to form the equipment manufacturing base of China's forestry industry. Sichuan will become the capital of woodworking machinery in China. This paper takes the development strategy of Honglin Company as the research topic, on the basis of defining the strategic vision of the company. Based on the construction of the core competitiveness of Honglin Company, the marketing strategy, production operation strategy, research and development strategy. Human resources strategy and financial strategy and other functional strategies. Focus on the establishment of Hong Lin in the future development of the core competitive advantage of several important measures: in technology research and development rely on South Korea's technical support. Hongya complete R & D team as well as institutions of higher learning scientific research forces, cultivate the company's own R & D team; In the aspect of marketing, we should adopt 4S store agent marketing mode, popularize the marketing mode of Linfeng Company, and set up the marketing consciousness of serving customers' profit. Introducing cultural elements, holding various industry forums to shape the reputation of the product brand; Personnel training with vocational colleges and universities to maintain long-term cooperation, the introduction of various levels of technical talent; In terms of production and operation, the production mode of spare parts outsourcing is adopted, and the control of production supply chain is strengthened by means of reference holding, with a complete and controllable spare parts supply system, and ERP is introduced at the right time. To achieve the effective allocation of production supply chain system resources to enhance the core competitiveness of the company. The innovative point of this study: 1 paper explored the construction of the development strategy of Chinese woodworking machinery industry enterprises. Based on the construction of core competitiveness, the strategic vision of Honglin Company is put forward. For the development of Honglin Company in the next 10 years to provide strategic guidance .2 build the woodworking machinery industry enterprise spare parts outsourcing supporting production model, through the introduction of Hongya complete and controllable accessories supply system. Strengthen the control to the important contractor by the share holding mode, implement ERP, build the complete and controllable production supply chain system of Honglin Company, cultivate the core competitive advantage of the company in the field of production and operation. To ensure the realization of the strategic goal of production and operation of enterprises. 3. To introduce cultural elements into the marketing of woodworking machinery industry, and put forward the idea of creating the reputation of product brand by holding various trade forums. Set up the marketing consciousness that serves for customer profit. This paper is a preliminary exploratory study on the development strategy of cultivating the core competitive advantage of enterprises in the woodworking machinery industry. This paper discusses the development strategies and measures of cultivating core competitive advantage in various functional areas of Honglin Company. Although there are still some shortcomings, we believe that with the deepening of the research. Honglin Company under the guidance of the strategic vision, will achieve success in business!
【學位授予單位】：電子科技大學
【學位級別】：碩士
【學位授予年份】：2013
【分類號】：F426.4;F272

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