【作者】 陈岳龙；

【导师】 李蜜蜜；

【作者基本信息】 广西大学 ， 工商管理， 2005， 硕士

【摘要】 广西是全国的糖业基地，最大的产糖省，占全国食糖产量60％左右的份额，蔗糖业已发展成为广西的支柱产业。随着我国加入WTO以及中国——东盟自由贸易区的建立，广西、南宁市被推上了我国与世界市场贸易的前沿，以广西为代表的我国蔗糖业正处于一个机遇和挑战并存的时期。在新的形势面前，如何充分把握机会，有效应对挑战，成为制糖企业当前的重要课题。 本文在研究世界蔗糖业发展规律和我国蔗糖业发展趋势的基础上，运用战略管理的理论和知识，对地处广西南宁、在我国制糖企业中代表性较强的南宁糖业股份有限公司的发展战略进行研究和探讨。通过分析该公司的外部宏观环境、行业状况和企业内部条件进行分析，提出了该公司的使命和战略目标体系，通过应用SPACE、BCG、TOWS及QSPM等工具对主要的内外部影响因素进行战略匹配和抉择，提出了该公司的一般战略、“循环经济”总体战略、“三架马车”经营战略和主要的职能策略，并对战略的实施进行了策划，以及对该公司组织结构作出适应战略实施和发展需要的调整。更多还原

【Abstract】 Guangxi is the largest sugar producer in China, taking 60% of the country’s annual output. Sugar industry has become a pillar industry in Guangxi’s economy. Along with China’s entry into the WTO and the establishment of CAFTA, Guangxi, especially Nanning finds itself in the middle of a market filled with not only domestic but also international competitors. It can be said that China’s sugar industry, represented by Guangxi is now in an era with concurrent opportunities and challenges. And how to cope with this new situation and seize business opportunities has become a priority of the moment.Based on the research on the world’s law of cane sugar development and the development trend of China’s cane sugar industry and by applying the theory and knowledge of strategy management, the author made a study on the development strategy of Nanning Sugar Manufacturing Co., Ltd, which is quite a typical sugar producer among China’s sugar enterprises located in Nanning, Guangxi. The mission and the system of strategic objectives of the Company were brought forward based on analysis of the external environment, the development of the industry and the internal conditions of the Company. Analytical tools such as SPACE, BCG, TOWS and QSPM were employed in the strategic alignment and choice of the internal and external influencing factors that led to the lodge of the generic strategy, the "recycling economy" based total strategy and the "troika" business strategy as well as the functional strategy for the company. The author also designed the strategy implementation and made appropriate adjustments in the organization structure to fit the requirements for such strategy implementation and development of the company.更多还原