【作者】 王勇；

【导师】 吴风云；

【作者基本信息】 西南交通大学 ， 工商管理， 2007， 硕士

【摘要】 资本的本质就是对收益的追逐。赢利是企业的直接目标，企业为了实现持续的赢利目标，则必须追求永续发展；关于企业成长战略的选择有两种：专业化和多元化。关于专业化与多元化的优点与不足，国内外专家也进行了较深入的研究。但随着时代的变迁、企业实践的积累，也要对相关的理论与经验进行不断的总结与完善。同时，就我国企业的成长路径看，不少企业在其成长战略的选择方面比较盲目，或者根本无成长战略思维，最终导致企业的失败。所以，我想通过对成长战略—专业化和多元化这一题目的研究，对蓬勃发展的我国企业提供一些有价值的参考。管理学理论或经验，大多从实践中进行总结，所以，我对于这一题目的研究，主要是从企业的实际工作中去总结经验；本文以我国证券市场公开信息为基础，通过实证研究，比较分析，案例讨论等方法对我国企业的成长战略—专业化和多元化进行了研究，特别是重点选择了江汉石油钻头股份有限公司为例，对其成长战略进行了详细分析，剖析了其成长战略特点；还选择了一些经典案例进行了简明扼要地分析。也对国内外关于企业成长战略—专业化和多元化的相关理论进行了批判性的吸收，理论联系实际，以期对实践有用。通过本文的研究，得出这样的结论：专业化是企业发展的重要阶段，没有专业化阶段的积累(资金、技术、管理)，企业不宜盲目走多元化之路；在中国这样的新兴市场企业可以适度地选择多元化；企业走多元化之路要坚持自己的主业，注重发展自己的核心竞争力，偏离主业的多元化是危险的；企业走多元化之路的面不能太宽，以避免落入“杂货店”式的多元化泥潭；多元化经营的企业选择多元化项目也要有重点，在多元化经营项目中选择重点发展对象有利于集中资源，提高项目的成功率和收益；多元化可优先选择相关多元化，以利用资源的战略匹配与协同效应，当今的我国企业，绝大多数虽然实力并不强，但他们多趋向于走多元化之路。特别是对那些在其成长战略的选择方面比较盲目，或者根本无成长战略思维的企业，相信本文的研究结论对他们的成长有积极的指导意义。更多还原

【Abstract】 The essence of capital is to pursue the profit. Gaining profit is the direct objective of enterprises. Enterprises must pay attention to perpetual development in order to realizing successive profit objective. Two strategies can be chosen, which is specialization and diversification. The experts in and abroad have done much research on both the advantages and disadvantages of these two strategies. But as times changed, and enterprises accumulated their practice experience, we have to make continuous summarization and perfection. At the same time, many domestic enterprises choose their growing strategies blindly, or even have no consciousness about growing strategy, which leads to failure finally. So I want to do some research on the topic of "growing strategy-specialization and diversification" , as a way to offer some valued reference to Chinese highly-developing enterprises.Most of the managerial theories or experiences are summarized from practice. So this research goes mainly through summarizing experience from enterprises’ practical work. This essay is based on public information of Chinese securities’ market, through ways like empirical research, comparison analysis and case discussion. I choose Jianghan oil aiguilles’ limited corporation as an example, then make detailed analysis on its growing strategy and the features of its strategy, some classic cases are also chosen under brief analysis. What’s more, I make some absorption from relative theories in and abroad our country on "enterprises’ growing strategy-specialization and diversification" critically, which is expected to guide the practice.Conclusions are as followed: specialization is an important phase for enterprises’ development, enterprises are not supposed to choose diversification without accumulations (capital, technology, management) in specialization. Enterprises can choose diversification appropriately in such a new market as china. When on the diversification road, enterprises must stick to their main business and pay attention to their core competition, or it will mean danger to enterprises. In case the enterprises fall in a bazaar dilemma, the scope of diversification couldn’t be too wide. Enterprises should have key objectives when choosing diversification project, in which way recourses can be centralized and the success rate and revenue can be promoted. Relative diversification is a priority for enterprises to utilize the recourses’ strategy mating and coordination effect.Nowadays, most of Chinese enterprises are not powerful enough, who still trend to diversify. Conclusions in this article will have optimistic significance to these enterprises, especially those who have blind choice on their growing strategies, or those who even have no consciousness about growing strategy.更多还原