本文關(guān)鍵詞： 戰(zhàn)略轉(zhuǎn)型 戰(zhàn)略實(shí)施 SWOT分析 BK中國(guó)集團(tuán)公司　出處：《東南大學(xué)》2016年碩士論文　論文類(lèi)型：學(xué)位論文

【摘要】：自改革開(kāi)放以來(lái),中國(guó)已經(jīng)成為吸引外商投資企業(yè)最多的發(fā)展中國(guó)家和給予外商投資企業(yè)優(yōu)惠政策最大的國(guó)家。跨國(guó)公司在中國(guó)設(shè)立子公司,以此配合母公司全球戰(zhàn)略最優(yōu)化目標(biāo),實(shí)現(xiàn)利益最大化。BK國(guó)際跨國(guó)總公司在中國(guó)建立的主要生產(chǎn)基地(BK中國(guó)集團(tuán)公司),利用中國(guó)豐富的自然資源和廉價(jià)勞動(dòng)力成本實(shí)現(xiàn)成本最低化的使命。最近幾年,中國(guó)對(duì)外資企業(yè)優(yōu)惠政策不斷調(diào)整,外資企業(yè)在中國(guó)享受到的優(yōu)惠政策不再明顯；中國(guó)國(guó)內(nèi)已經(jīng)成長(zhǎng)起來(lái)較多實(shí)力強(qiáng)大的同行業(yè)生產(chǎn)廠商,BK中國(guó)集團(tuán)公司跟這些同行競(jìng)爭(zhēng)已經(jīng)比較激烈。如何應(yīng)對(duì)國(guó)內(nèi)外競(jìng)爭(zhēng)對(duì)手的挑戰(zhàn),如何增強(qiáng)自身競(jìng)爭(zhēng)優(yōu)勢(shì),打造核心競(jìng)爭(zhēng)力,是BK中國(guó)集團(tuán)公司迫切需要解決的戰(zhàn)略問(wèn)題。本論文的目的是通過(guò)分析公司現(xiàn)狀,提出解決方案幫助BK中國(guó)集團(tuán)公司表現(xiàn)更好并獲得長(zhǎng)期的發(fā)展。論文分共分成三個(gè)部分：第一部分,即本文的第一、二章。該部分通過(guò)闡述了論文的選題背景,研究意義及研究現(xiàn)狀,確定研究目標(biāo)、研究方法和思路。介紹戰(zhàn)略轉(zhuǎn)型的基本理論,如什么是戰(zhàn)略轉(zhuǎn)型,戰(zhàn)略轉(zhuǎn)型的原因、特征、實(shí)現(xiàn)方式等。第二部分,即本文的第三、四章。該部分應(yīng)用管理學(xué)理論,企業(yè)戰(zhàn)略轉(zhuǎn)型理論,包括PEST分析法,PORTER五力模型等對(duì)BK中國(guó)集團(tuán)公司的外部環(huán)境因素分析,了解企業(yè)外部機(jī)會(huì)和威脅。應(yīng)用SWOT模型,對(duì)BK中國(guó)集團(tuán)公司的優(yōu)勢(shì)和劣勢(shì),機(jī)遇和威脅進(jìn)行了整合分析,在提出公司的使命、愿景和戰(zhàn)略定位的基礎(chǔ)上,對(duì)公司的發(fā)展戰(zhàn)略進(jìn)行了分析,并提出了公司的競(jìng)爭(zhēng)戰(zhàn)略選擇以及戰(zhàn)略實(shí)施保障體系。第三部分,即本文的第五、六章。該部分是戰(zhàn)略確定和實(shí)施部分,提出了公司的組織結(jié)構(gòu)的調(diào)整,相關(guān)職能部門(mén)的支持及企業(yè)文化的重塑,以及對(duì)全文進(jìn)行了總結(jié)通過(guò)以上分析,BK中國(guó)集團(tuán)公司基本經(jīng)營(yíng)戰(zhàn)略架構(gòu)應(yīng)調(diào)整為：以目標(biāo)集聚為主要競(jìng)爭(zhēng)手段,實(shí)施以產(chǎn)品開(kāi)發(fā)優(yōu)先,市場(chǎng)開(kāi)發(fā)、市場(chǎng)滲透為次的產(chǎn)品-市場(chǎng)戰(zhàn)略。
[Abstract]:Since the reform and opening up, China has become the developing country that attracts the most foreign-invested enterprises and the most preferential policy to the foreign-invested enterprises. Multinational corporations have set up subsidiaries in China. In order to cooperate with the global strategic optimization goal of the parent company, realize the profit maximization. BK International multinational Corporation in China established the main production base of BK China Group Company. The mission of making use of China's abundant natural resources and cheap labor costs to minimize costs. In recent years, China's preferential policies for foreign-funded enterprises have been constantly adjusted. The preferential policies enjoyed by foreign-funded enterprises in China are no longer obvious; China has grown up with more powerful manufacturers of the same industry, BK China Group Co., Ltd. and these peers have been more competitive. How to cope with the challenges of domestic and foreign competitors. How to enhance its own competitive advantage and build the core competitiveness is a strategic problem that BK China Group Company urgently needs to solve. The purpose of this paper is to analyze the current situation of the company. The paper is divided into three parts: the first part is the first part of this paper. Chapter two. This part introduces the background, significance and current situation of the thesis, the research objectives, research methods and ideas, and introduces the basic theory of strategic transformation, such as what is strategic transformation. The second part, that is, the third and fourth chapters of this paper. This part applies management theory, enterprise strategic transformation theory, including PEST analysis. The PORTER five-force model analyzes the external environmental factors of BK China Group Company to understand the external opportunities and threats. The application of SWOT model to BK China Group Company strengths and weaknesses. On the basis of putting forward the mission, vision and strategic orientation of the company, the development strategy of the company is analyzed. The third part, that is, the 5th and six chapters of this article. This part is the strategic determination and implementation part, proposed the company's organizational structure adjustment. The support of relevant functional departments and the remodeling of corporate culture, as well as the summary of the full text through the above analysis of BK China Group Company's basic business strategy structure should be adjusted to: the main means of competition is to target agglomeration. Implement product-market strategy with priority in product development, market development and market penetration.
【學(xué)位授予單位】：東南大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2016
【分類(lèi)號(hào)】：F272

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