本文選題：本土化戰(zhàn)略 + 防腐蝕��； 參考：《復(fù)旦大學(xué)》2013年碩士論文

【摘要】：在當(dāng)前金融危機(jī)的經(jīng)濟(jì)環(huán)境下,越來越多的跨國企業(yè)開始思考如何讓其旗下的各子公司成為具有跨國企業(yè)背景的本地公司以求更好得生存。任何一家企業(yè)最根本的戰(zhàn)略目標(biāo)永遠(yuǎn)是生存,生存的戰(zhàn)略實(shí)施可以圍繞二個問題展開：如何生存得好?如何生存得久?在當(dāng)前競爭空前激烈的市場經(jīng)濟(jì)環(huán)境下,即使是微軟董事長比爾蓋茨也曾經(jīng)警告過他的管理團(tuán)隊(duì)：全球第一市值的微軟離破產(chǎn)只差48小時�？梢娚媸侨魏我粋�成功企業(yè)都要嚴(yán)肅面對的問題。而第一個問題：如何生存得好就是一個復(fù)雜的問題,各大企業(yè)的管理層各有各的策略來解決這個問題,而再結(jié)合第二個問題：考慮如何生存得久,那么企業(yè)的戰(zhàn)略決策就更加復(fù)雜、更加仁者見仁、智者見智了,因?yàn)檫@不僅要平衡當(dāng)前利益與長遠(yuǎn)利益,還要考驗(yàn)企業(yè)家的戰(zhàn)略眼光。本論文旨在以科朗曼化工(武漢)有限公司發(fā)展的重大歷史沿革和當(dāng)前發(fā)展的內(nèi)部、外部環(huán)境為依據(jù),以公司戰(zhàn)略管理理論為指導(dǎo),結(jié)合公司目前的宏觀、微觀環(huán)境的變化,分析公司當(dāng)前的戰(zhàn)略發(fā)展環(huán)境,深入剖析科朗曼化工(武漢)有限公司的有形資源、無形資源和核心競爭能力,參照專業(yè)人士對中國的宏觀經(jīng)濟(jì)發(fā)展形勢的預(yù)測、相關(guān)聯(lián)行業(yè)的前景分析,以理論與實(shí)踐相結(jié)合,運(yùn)用SWOT分析模型和IE分析矩陣,對公司的發(fā)展戰(zhàn)略進(jìn)行了全面的、系統(tǒng)的分析和研究,提出公司新時期的本土化戰(zhàn)略發(fā)展規(guī)劃和措施。本論文研究總體認(rèn)為,科朗曼化工(武漢)有限公司單一的全球化高端產(chǎn)品和高質(zhì)高價的經(jīng)營政策等已成為制約公司在全球金融危機(jī)下持續(xù)發(fā)展的主要因素,因此科朗曼化工(武漢)有限公司管理者必須及時調(diào)整發(fā)展戰(zhàn)略,開始嘗試跨國企業(yè)的本土化經(jīng)營,將企業(yè)轉(zhuǎn)型成為一家扎根當(dāng)?shù)氐钠髽I(yè)。通過理解并尊重其子公司所在國的文化、歷史、習(xí)慣等差異,調(diào)整其子公司的戰(zhàn)略、管理架構(gòu)和企業(yè)文化,完成其子公司的本土化。文章最后圍繞科朗曼化工(武漢)有限公司的具體發(fā)展戰(zhàn)略目標(biāo),從產(chǎn)業(yè)規(guī)劃布局、管控模式、戰(zhàn)略型人才隊(duì)伍建設(shè)以及企業(yè)文化的塑造等方面提出了具體的實(shí)施建議,對科朗曼化工(武漢)有限公司的發(fā)展具有實(shí)際指導(dǎo)意義。
[Abstract]:In the economic environment of the current financial crisis, more and more multinational companies begin to think about how to make their subsidiaries become local companies with multinational background in order to survive better. The most fundamental strategic goal of any enterprise is always to survive. The implementation of survival strategy can be carried out around two problems: how to survive well? How to survive long? In the current competitive market economy, even Microsoft Chairman Bill Gates has warned his management team that Microsoft, the world's No. 1 market value, is only 48 hours away from bankruptcy. It can be seen that survival is a serious problem that any successful enterprise must face. And the first question: how to survive well is a complex problem, and the management of each major enterprise has its own strategy to solve the problem, and then combine the second problem: consider how to survive for a long time. Then the strategic decision of the enterprise will be more complex, more benevolent, different wisdom, because this not only needs to balance the current and long-term interests, but also test the entrepreneur's strategic vision. The purpose of this paper is to take the important historical evolution and the internal and external environment of the current development of Coloman Chemical Industry (Wuhan) Co., Ltd., as the basis, to take the strategic management theory of the company as the guidance, and to combine with the changes of the present macro and micro environment of the company. Analyzing the current strategic development environment of the company, deeply analyzing the tangible resources, intangible resources and core competitiveness of Coloman Chemical Industry (Wuhan) Co., Ltd., referring to the forecast of the macroeconomic development situation of China by professionals, By combining theory with practice, using SWOT analysis model and IE analysis matrix, this paper makes a comprehensive and systematic analysis and research on the company's development strategy. Put forward the localization strategic development plan and measure of the company in the new period. In this paper, the author thinks that the single global high-end products and the high quality and high price management policies of Coloman Chemical (Wuhan) Co., Ltd. have become the main factors restricting the sustainable development of the company under the global financial crisis. Therefore, the managers of Coloman Chemical Industry (Wuhan) Co., Ltd. must adjust their development strategy in time, begin to try the localization management of multinational enterprises, and transform the enterprises into a local one. By understanding and respecting the cultural, historical, and customary differences of the subsidiaries, adjust the strategy, management structure and corporate culture of their subsidiaries, and complete the localization of their subsidiaries. Finally, according to the specific development strategy objectives of Coloman Chemical Industry (Wuhan) Co., Ltd., the paper puts forward some concrete implementation suggestions from the aspects of industrial planning and layout, management and control mode, construction of strategic talents and shaping of corporate culture, etc. It has practical guiding significance for the development of Coleman Chemical Industry (Wuhan) Co., Ltd.
【學(xué)位授予單位】：復(fù)旦大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F416.7;F272

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