本文選題：發(fā)展戰(zhàn)略 + 戰(zhàn)略目標(biāo)�。� 參考：《西南交通大學(xué)》2013年碩士論文

【摘要】：企業(yè)的戰(zhàn)略能力,已經(jīng)成為企業(yè)遠(yuǎn)見(jiàn)與短視的試金石,優(yōu)秀與平庸的分水嶺。按照鐵路建設(shè)規(guī)劃安排,“十二五”的后三年還要完成新線投資1.37萬(wàn)億元,每年的基本建設(shè)投資將保持在4500億元左右,鐵路建設(shè)投資仍然維持在歷史高位。 面臨新的形勢(shì),鐵路建筑行業(yè)呈現(xiàn)出越來(lái)越激烈的競(jìng)爭(zhēng)態(tài)勢(shì),中鐵十局集團(tuán)已經(jīng)暴露出功能不適應(yīng)、結(jié)構(gòu)性矛盾突出、管理體制束縛生產(chǎn)力發(fā)展等問(wèn)題�！叭甑陌l(fā)展是靠機(jī)遇,十年的發(fā)展要靠戰(zhàn)略”。如何制定中鐵十局集團(tuán)下一步的企業(yè)發(fā)展戰(zhàn)略,增強(qiáng)企業(yè)的競(jìng)爭(zhēng)力,是集團(tuán)當(dāng)前所面對(duì)的一項(xiàng)刻不容緩的任務(wù)。 本文以中鐵十局集團(tuán)為研究對(duì)象,采用企業(yè)戰(zhàn)略管理分析的相關(guān)理論和分析方法,對(duì)其發(fā)展戰(zhàn)略進(jìn)行設(shè)計(jì)。 首先對(duì)中鐵十局集團(tuán)的外部環(huán)境進(jìn)行分析,包括宏觀環(huán)境PEST分析、行業(yè)環(huán)境分析和市場(chǎng)競(jìng)爭(zhēng)環(huán)境的五力模型分析等。 第二是對(duì)公司的內(nèi)部環(huán)境進(jìn)行分析,包括財(cái)務(wù)狀況、人力資源、國(guó)外經(jīng)營(yíng)以及集團(tuán)公司SWOT分析等。 并在此基礎(chǔ)上制定出總體發(fā)展戰(zhàn)略,包括提出建設(shè)強(qiáng)局的總體目標(biāo),分項(xiàng)戰(zhàn)略目標(biāo)、發(fā)展目標(biāo)實(shí)施的計(jì)劃等。 最后,配以相應(yīng)的戰(zhàn)略保障措施確保戰(zhàn)略目標(biāo)的落地。
[Abstract]:The strategic ability of the enterprise has become the litmus test of foresight and shortsightedness, excellent and mediocre watershed. According to the plan of railway construction, 1.37 trillion yuan should be invested in the new line in the latter three years of the 12th Five-Year Plan, and the annual capital construction investment will remain around 450 billion yuan, and the investment in railway construction will remain at a record high. Facing the new situation, the railway construction industry presents a more and more fierce competition situation, the China Railway 10 Bureau Group has exposed the problems such as function unfit, structural contradiction prominent, management system constraining the development of productive forces and so on. Three years of development depend on opportunity, and ten years of development depend on strategy. How to formulate the next development strategy of China Railway 10 Bureau Group and enhance the competitiveness of the enterprise is an urgent task facing the Group at present. This paper takes China Railway 10 Bureau Group as the research object, and designs its development strategy by adopting the relevant theory and analysis method of enterprise strategic management analysis. Firstly, the external environment of China Railway Corporation is analyzed, including macro-environment PEST analysis, industry environment analysis and five-force model analysis of market competition environment. The second is to analyze the internal environment of the company, including financial situation, human resources, foreign business and group company SWOT analysis. On this basis, the overall development strategy is worked out, including the overall goal of building a strong bureau, the sub-strategic goal, the implementation plan of the development goal and so on. Finally, with the corresponding strategic safeguards to ensure the landing of strategic objectives.
【學(xué)位授予單位】：西南交通大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F426.92;F272

【參考文獻(xiàn)】

相關(guān)期刊論文 前1條

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本文編號(hào)：1926582