本文選題：企業(yè)生命周期 + 戰(zhàn)略轉型　； 參考：《北京交通大學》2017年碩士論文

【摘要】：我國改革開放以來,城市公共交通得到迅速發(fā)展,尤其是促進了公共交通相關基礎設施和配套服務發(fā)展。其中城市公交一卡通業(yè)務在公共交通領域的應用,大幅提高人們群眾乘車消費的效率和體驗,降低了企業(yè)的運營成本。隨著社會發(fā)展和城鎮(zhèn)化進程的加快,國家對"城市一卡通"定位及業(yè)務領域做出明確規(guī)劃,指出城市一卡通實現(xiàn)"多領域應用、多卡合一"的指導方針。另一方面,人民銀行相關政策的出臺和移動支付的迅速普及,導致城市一卡通業(yè)務發(fā)展受到很大沖擊。SZT公司(以下簡稱"SZT公司")作為深圳本地"城市公交一卡通"業(yè)務專業(yè)運營公司,面對殘酷的市場環(huán)境和自身業(yè)務模式單一的情況下,企業(yè)盈利能力已呈現(xiàn)下滑趨勢。因此,本文嘗試通過對SZT公司戰(zhàn)略轉型的研究,利用自身核心業(yè)務和資源能力幫助其實現(xiàn)產業(yè)升級和可持續(xù)性發(fā)展。本文首先對SZT公司戰(zhàn)略轉型的研究背景、研究意義、研究理論基礎進行了介紹,指出了 SZT公司需要進行戰(zhàn)略轉型的問題,從企業(yè)生命周期理論和企業(yè)戰(zhàn)略轉型理論兩個方面闡述了理論基礎,為SZT公司戰(zhàn)略轉型奠定理論基礎。其次,運用SWOT分析發(fā)對SZT公司發(fā)展現(xiàn)狀、市場環(huán)境、宏觀政策環(huán)境等內外部環(huán)境進行分析。最后,從企業(yè)財務、業(yè)務、資源能力、市場及政策環(huán)境等多方面論述,指出企業(yè)轉型的必要性和可行性,進而確定戰(zhàn)略轉型路徑并提出戰(zhàn)略轉型實施方案和保障措施。本文創(chuàng)新點在于一方面SZT公交卡公司增強企業(yè)核心業(yè)務資源的同時,另一方面與時俱進、打破常規(guī),積極擁抱移動互聯(lián)網和移動支付等先進技術和思維模式,改變以傳統(tǒng)實體卡、不記名的業(yè)務模式和產品形態(tài)。利用移動互聯(lián)網技術,將虛擬卡、實名制身份認證、資源整合、信息共享作為SZT公司戰(zhàn)略轉型的主要方向,實現(xiàn)滿足用戶更加多元化需求的移動互聯(lián)網創(chuàng)新模式。希望通過本文的研究,為SZT公交卡公司接下來戰(zhàn)略轉型提供具有可操作性的指導,同時,為我國各地區(qū)城市公交卡公司實現(xiàn)產業(yè)升級和可持續(xù)性發(fā)展提供參考以及借鑒價值,尤其是具有與SZT公交卡公司相同或相似情況的城市公交卡公司。
[Abstract]:Since China's reform and opening up, urban public transport has developed rapidly, especially promoting the development of public transport related infrastructure and supporting services. The application of urban transit card business in the field of public transportation greatly improves the efficiency and experience of people's travel consumption and reduces the operating cost of enterprises. With the acceleration of social development and urbanization, the state has made a clear plan for the orientation and business field of "Urban Card", and pointed out the guiding principle of "multi-domain application and integration of multi-card". On the other hand, with the introduction of the relevant policies of the people's Bank of China and the rapid popularization of mobile payment, As a professional operation company of "Urban Public Transport Card" in Shenzhen, SZT Company (hereinafter referred to as "SZT Company"), faced with the cruel market environment and its single business model, has suffered a great impact on the development of its urban one-card business. Corporate profitability has shown a downward trend. Therefore, this paper attempts to use its core business and resource ability to help SZT achieve industrial upgrading and sustainable development through the study of strategic transformation. Firstly, this paper introduces the background, significance and theoretical basis of the strategic transformation of SZT Company, and points out the problem that SZT Company needs to carry out the strategic transformation. This paper expounds the theoretical basis from the two aspects of enterprise life cycle theory and enterprise strategic transformation theory, which lays a theoretical foundation for the strategic transformation of SZT Company. Secondly, SWOT analysis is used to analyze the internal and external environment of SZT, such as market environment, macro policy environment and so on. Finally, from the aspects of finance, business, resource ability, market and policy environment, this paper points out the necessity and feasibility of enterprise transformation, then determines the path of strategic transformation and puts forward the implementation scheme and guarantee measures of strategic transformation. The innovation of this paper lies in: on the one hand, while SZT bus card company strengthens the core business resources of enterprises, on the other hand, it keeps pace with the times, breaks the routine, and actively embraces advanced technologies and thinking modes such as mobile Internet and mobile payment. Change to traditional entity cards, anonymous business models and product patterns. By using mobile Internet technology, virtual card, real-name identity authentication, resource integration and information sharing are regarded as the main direction of SZT company's strategic transformation, and the innovation mode of mobile Internet which meets the needs of users more diversified is realized. Through the research of this paper, I hope to provide operational guidance for the next strategic transformation of SZT bus card company, at the same time, to provide reference and reference value for the realization of industrial upgrading and sustainable development of urban transit card companies in various regions of our country. Especially the city bus card company with the same or similar situation as the SZT bus card company.
【學位授予單位】：北京交通大學
【學位級別】：碩士
【學位授予年份】：2017
【分類號】：F272;F572.6

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