【作者】 翁珺；

【导师】 刘树林；

【作者基本信息】 武汉理工大学 ， 产业经济学， 2006， 硕士

【副题名】以淅川汽车减振器厂为例

【摘要】 优秀的企业战略能够对企业的发展方向和趋势进行一个长期的规划，从而使企业在外部商业环境的变化过程中能够充分发挥其内部优势，促使企业保持持久、稳定的发展。转制期的国有汽车零部件企业处于治理结构的重大变化时期，面临着价值观念、管理机制、员工素质、干部队伍执行能力和关键业务开拓能力等多方面的困难，同时又要面对复杂多变的市场环境和不可回避的市场压力，一套明确的、有指导性的发展战略对于帮助企业顺利实现转型、取得经济效益提升具有十分重要的现实意义。 本文主要运用战略管理学、产业经济学、企业经济学等相关学科理论和方法，以转制期的国有汽车零部件企业为研究对象，借助淅川汽车减振器厂的个案分析，探讨企业发展战略问题。 本文从对企业的外部环境和内部条件的剖析入手，从宏观环境、行业环境、主要竞争对手状况等方面客观分析了企业发展的外部环境；从工艺、产品、财务、人力资源、核心价值链、战略管理能力等方面对企业发展的内部条件加以分析，从而明确了企业发展的机会、威胁、优势及劣势。 在充分考虑企业内外部条件的基础上，在企业使命与愿景的指导下，本文对企业的经营目标、竞争战略、核心能力及职能战略进行了设计。通过整顿提高、流程再造、加速发展的“三步走”实现企业价值的迅速提升，并获得资本市场的认可；通过成本领先战略，企业能够逐步提升产品销量，扩大企业知名度，在销量的基础之上，企业逐渐提升品牌价值，实现其战略目标；通过战略专注、资源聚焦迅速培植市场营销能力和供应链管理能力；通过市场战略、供应链战略、研发战略、财务战略、人力资源战略等一系列职能战略的规划来支持竞争战略的实现。 为保障企业战略的实施，本文构建了发展战略、组织结构、业务流程、绩效管理、企业文化这一循环共进的体系，并通过有效组织加以推进，共同作用于企业变革的实施和控制。 本文最后阐述了个案研究对于同类性质企业发展的启示作用。作为从传统国有体制下成长和发展起来的企业，资本整合，产权明晰，所有者到位，治理结构完善对于国有汽车零部件企业的发展并不是一劳永逸的，改制后的国有汽车零部件企业将面临整合式的发展模式。更多还原

【Abstract】 An excellent enterprise strategy is able to carry out a long-term program for the direction and tendency of the enterprise’s development, so that the enterprise can fully exert its inner advantage during the change of the exterior commercial environment to promote the permanent and steady development. For state-owned auto-parts enterprises during the period of system transformation, they have encountered various difficulties, for example, the value idea, the management mechanism, the staff quality, the capacity of the cadre administration, the ability of the essential operation development and so on. Meantime, the enterprises locate in the competitive intensely industry. Hence, it is important for the enterprises to make a clear, actual and guiding strategy for further development.This paper uses the theory and method of strategic management, industrial economics and business economics; takes the state-owned auto-parts enterprise during the period of system transformation as the study object. Through the case study of XICHUAN automobile shock-absorbers factory, the paper discusses the problem of the enterprise’s development strategy.The paper analyzes the enterprise’s external environment and internal condition firstly. Analyze the external environment from the aspects of the macroscopic environment, the industry environment and the main competitors’ state and analyze the internal environment from the aspects of craft, product, finance, human resources, core value chain and strategic management ability. Thus we can make clear the opportunity, the threat, the strength and the weakness.In the full consideration of the enterprise’s internal and external condition, the paper designs the operate object, competitive strategy, core ability and functional strategy of the enterprise under the instruction of the mission and perspective. Through neatening, business process re-engineering and development accelerating, the enterprise can promote the value rapidly and obtain the approval of the capital market. Through overall cost leadership, the enterprise can gradually promote the sale and expand the well-known level. The enterprise’s marketing ability and the supply chain management ability can be cultivated rapidly through strategy dedicating and resource focusing. Mark out a series of functional strategies including market strategy, supply chain strategy, R&D strategy, finance strategy and human resource strategy to support the realization of competitive strategy.更多还原