【作者】 吴建荣；

【导师】 高强；

【作者基本信息】 西南交通大学 ， 工商管理， 2003， 硕士

【摘要】 中国软件产业属于新兴产业，国内企业没有成功的经验可以借鉴。在中国经济和社会转型的过渡时期，产品、技术等不确定因素，既给企业带来“暴发”的机会，也给企业发展带来许多阻碍，同时要承担许多风险。 企业战略作为开发企业竞争能力和获得竞争优势而对一系列行动的动态统筹，战略的制定影响着企业整体事业的发展，为企业的发展指明了方向，因而越来越受到企业界的重视。 企业的战略怎样定位，企业所处的内外环境以及产业背景是关键。制定战略的一个基本前提是企业与环境的不可分割，企业应适时地调整战略来应对变化着的环境。就软件产业整体来讲，当前的中国软件企业基本上还处于一个低层次的初级战略管理水平。随着中国加入WTO，随着软件产业政策的进一步开放和软件消费市场的进一步成熟，中国软件企业正面临着战略转型的挑战。 本文试图通过金蝶战略转型的个案说明中国软件企业要想在新一轮的竞争中获胜，把握软件企业战略管理的趋势并结合企业实际进行相应的战略转型是其当务之急。 文章首先对金蝶的历史、规模、产品、在中国软件行业的地位、过去该公司的战略及其面临的挑战等作了简要陈述。在详细而又系统地分析了软件市场特别是管理软件市场的外部环境(包括宏观环境以及与行业竞争密切相关的五种竞争力量)变化的基础上，结合金蝶十年发展所积累起来的自身的内部资源归纳总结得出了目前该公司在管理软件行业的优势、劣势以及存在的机会、面临的威胁，意在指出金蝶战略转型的环境动因。在进一步分析了企业管理信息化的发展历程，特别是网络技术以及电子商务的发展所带来的不同层次客户需求的变化之后，确立了金蝶的目标市场定位以及企业的核心竞争力，从而为“产品领先，伙伴至上”的战略转型从理论上提供了依据。在解释了“产品领先，伙伴至上”的含义之后，通过对金蝶组织架构、产品架构、技术架构、生态链架构等方面的深入分析为战略转型的成功实施提供了实践上的保障。文章最后对金蝶“产品领 西南交通大学硕士研究生学位论文 第11页先，伙伴至上”战略本身的实施条件及未来环境变化对此战略的挑战提出了自己的看法，并通过客户价值的模型分析，结合所掌握的战略理论大胆创新，提出了“双客户”管理模式以及知识型人才的管理思想等解决方案，值得包括软件企业以外的众多企业参考借鉴。更多还原

【Abstract】 Software is a new industry in China, there is no experience can be consulted. In transitional period, product, technology such of some indefinitive factors brings enterprise not only "getting rich one night", but also lots of barriers and adventure.As a series of dynamic planning, enterprise strategy explores competitiveness and gets competitiveness advantage, strategy making gets more and more attention, for it influences development of the whole planning and points out direction.The key factor to define a company’s strategy is internal and external environment and industry background. Combining enterprise situation and environment is base prerequisite. Enterprise should adjust its strategy while environment changes. Software company lies in a low level state in China. With China enter into WTO and software industry further opens and expenditure market further makes mature, software enterprise is facing the challenge of strategy transform.By the case of Kingdee’s strategy transform, the article is aiming to illustrate strategy transform is the main task for enterprise in the future.Firstly, the article made a brief introduction to Kingdee, including its development history, scale, products and standing place in China software industry field as well as its strategy and challenges facing by Kingdee. Analyzing current software market, especially change of environment (including combination with its own internal resources accumulated in the past decade, it threatens. To do this, it pointed out the cause for Kingdee’s strategy transform.meanwhile,further to analyze the development history of enterprise management information, particularly the demands of various customers in different levels with the development of e-commerce, it drawn a conclusion of aim market orientation and Kingdee’s strategy transform in which how to gain from aim market.thereafter,this article made a detailed description to Kingdee’s organizational structure,product framework, technological structure,etc. to implinew businessstrategy.At the end of the article, the author gave his own opinions and offered solutions for the strategy to complete this mission "Product leadership and partner ecosystem" and chanllege in the environmental change in the future for reference.更多还原