發(fā)布時(shí)間：2018-04-22 05:15

  本文選題：醫(yī)療行業(yè) + 公司戰(zhàn)略��； 參考：《河北大學(xué)》2017年碩士論文

【摘要】：醫(yī)療行業(yè)是關(guān)系人類生命健康的產(chǎn)業(yè),國(guó)內(nèi)乃至全球都一直保持著快速的發(fā)展。LKYL公司作為國(guó)內(nèi)醫(yī)療行業(yè)生力軍的一員,根據(jù)自身發(fā)展需要和未來市場(chǎng)需求,逐步調(diào)整經(jīng)營(yíng)戰(zhàn)略,由原來的以傳統(tǒng)膠片為主的影像信息記錄材料系統(tǒng)服務(wù)商逐步向醫(yī)療行業(yè)板塊方向發(fā)展。本文首先利用EFE矩陣對(duì)公司外部環(huán)境諸要素做了系統(tǒng)分析,顯示企業(yè)對(duì)外部環(huán)境響應(yīng)能力較好,能夠利用優(yōu)勢(shì)去避免威脅;然后采用五力模型和CPM矩陣對(duì)企業(yè)的競(jìng)爭(zhēng)環(huán)境做了進(jìn)一步分析,顯示企業(yè)處于競(jìng)爭(zhēng)比較激烈的行業(yè)狀態(tài),其產(chǎn)品有一定的優(yōu)勢(shì),產(chǎn)品質(zhì)量還需要進(jìn)一步的提升;利用IFE矩陣對(duì)公司的內(nèi)部環(huán)境做了仔細(xì)分析,顯示企業(yè)內(nèi)部狀況處于強(qiáng)勢(shì)狀態(tài),有利于企業(yè)的進(jìn)一步發(fā)展。然后通過內(nèi)、外部分析得來的企業(yè)內(nèi)部?jī)?yōu)勢(shì)、劣勢(shì)和外部機(jī)會(huì)、威脅等列表,利用SWOT矩陣分析生成了可行的備選方案。最后利用QSPM矩陣定量分析備選戰(zhàn)略,確定了LKYL公司未來發(fā)展的戰(zhàn)略。LKYL公司的發(fā)展戰(zhàn)略是在國(guó)家政策和相關(guān)單位、部門的支持下,積極保持并拓展企業(yè)規(guī)模,利用成本優(yōu)勢(shì),繼續(xù)爭(zhēng)奪競(jìng)品的市場(chǎng);嚴(yán)控產(chǎn)品質(zhì)量,加強(qiáng)并保持服務(wù)營(yíng)銷,提高自身產(chǎn)品的市場(chǎng)占有率;實(shí)現(xiàn)產(chǎn)品的多元化,未來實(shí)現(xiàn)設(shè)備、耗材和軟件的生產(chǎn)和銷售。本文為公司設(shè)計(jì)了在新型環(huán)境下的發(fā)展戰(zhàn)略,并給出了具體實(shí)施計(jì)劃,希望該公司能通過完善組織管理、人力資源的培訓(xùn)、生產(chǎn)工藝流程的優(yōu)化和企業(yè)文化建設(shè)等一系列措施以實(shí)現(xiàn)公司的積極快速的跨越式發(fā)展,為我國(guó)醫(yī)療行業(yè)發(fā)展和國(guó)民健康做出更大的貢獻(xiàn)。
[Abstract]:Medical industry is an industry related to human life and health. As a member of the national medical industry, LKYL has been maintaining rapid development and even the whole world. It gradually adjusts its management strategy according to its own development needs and future market demands. From the original traditional film-based image information recording material service providers to the medical sector. Firstly, this paper makes a systematic analysis of the factors of the external environment by using the EFE matrix, which shows that the enterprise has a good response to the external environment and can use its advantages to avoid threats. Then we use the five-force model and CPM matrix to further analyze the competitive environment of the enterprise, which shows that the enterprise is in a competitive industry state, its products have certain advantages, and the product quality still needs to be further improved. This paper makes a careful analysis of the internal environment of the company by using the IFE matrix, which shows that the internal condition of the enterprise is in a strong state, which is conducive to the further development of the enterprise. Then through the internal and external analysis of the internal strengths, weaknesses and external opportunities, threats and other lists, using the SWOT matrix analysis to generate feasible options. Finally, by using the QSPM matrix quantitative analysis alternative strategy, it is determined that the future development strategy of LKYL Company. LKYL's development strategy is to actively maintain and expand the scale of the enterprise and utilize the cost advantage under the support of the national policy and relevant units and departments. Continue to compete for the market; strictly control the quality of products, strengthen and maintain service marketing, improve their own market share of products; achieve product diversification, the future of equipment, supplies and software production and sales. This paper has designed the development strategy for the company under the new environment, and has given the concrete implementation plan, hoped that the company can through the consummation organization management, the human resources training, The optimization of production process and the construction of enterprise culture are a series of measures to realize the positive and rapid development of the company and make greater contributions to the development of medical industry and national health in China.
【學(xué)位授予單位】：河北大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F426.7;F272

【參考文獻(xiàn)】

相關(guān)期刊論文 前10條

1 孫永磊;陳勁;許渝玫;;企業(yè)戰(zhàn)略導(dǎo)向?qū)ζ浜献鲃?chuàng)新績(jī)效的作用機(jī)理[J];技術(shù)經(jīng)濟(jì);2017年04期

2 趙晨宸;;美的集團(tuán)戰(zhàn)略管理案例分析[J];現(xiàn)代商業(yè);2017年10期

3 蔡思琪;;基于戰(zhàn)略管理視角對(duì)風(fēng)險(xiǎn)管理與內(nèi)部控制的一些思考[J];中國(guó)市場(chǎng);2017年09期

4 張非凡;;企業(yè)市場(chǎng)營(yíng)銷戰(zhàn)略管理淺析[J];商場(chǎng)現(xiàn)代化;2017年05期

5 張濤濤;;淺談沃爾瑪公司戰(zhàn)略管理存在的問題及對(duì)策[J];知識(shí)經(jīng)濟(jì);2017年05期

6 張旭;;試論企業(yè)現(xiàn)代化戰(zhàn)略管理[J];商場(chǎng)現(xiàn)代化;2017年04期

7 朱海婷;顏士海;;提升企業(yè)戰(zhàn)略管理能力六策[J];企業(yè)改革與管理;2017年04期

8 王引娣;;淺談當(dāng)前國(guó)企戰(zhàn)略管理應(yīng)重點(diǎn)把握的幾個(gè)問題[J];現(xiàn)代國(guó)企研究;2017年02期

9 張瑯，

本文編號(hào)：1785754