重庆钢铁研究所经营战略研究
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摘要
随着科技体制改革的深化和社会主义市场经济的发展，科研院所迈出了企业化转制的关键步伐。转制后机遇和挑战并存，如何从战略层面谋划企业的未来是企业发展的关键所在。重庆钢铁研究所(以下简称重研所)是重庆钢铁集团所属的研究所之一。为了适应科研院所企业化转制的要求，为了加速高新技术的产业化，为了研究所在激烈的市场竞争中长期的生存发展，该所亟需制定改革和发展的战略。
本文运用战略管理的基本理论与现代企业制度、营销管理、人力资源管理、企业诊断与咨询的有关理论和较为成熟的SWOT分析法，PEST分析法，并结合迈克尔·波特的五种力量分析法。采用理论联系实际，调查研究、统计分析等方法，对该所发展战略问题进行研究，系统地分析了重研所的宏观环境和行业环境，明确了该所面临的机遇和挑战；深入分析了重研所的资源、能力和文化，明确了其优势和劣势。在此基础上，提出了该所发展的总体战略框架和战略目标。即“以市场为导向，以产品开发为龙头，以效益为中心，以科技开发为基础，以改制为契机，强化企业管理，走内外结合的路子，实现投资主体多元化，经营规模化，管理科学化，产业多元化。用5—10年时间将重研所建成集应用技术开发研究与高新技术产业化为一体的特殊钢生产试制基地和国防军工新材料试制基地，成为国内一流的高科技企业。”同时提出实施重研所经营战略的具体措施。即“解放思想，转变观念；进行产权制度改革，实施员工持股计划；建立现代企业制度，推行现代化企业管理模式；调整产品和产业结构，强化设备改造和技术革新；搞好人才队伍的结构性调整。”
本文将对重研所的进一步发展提供有价值的决策参考。对于其他科研机构，尤其是地方研究所，如何通过制度创新，转换经营机制，明晰产权关系，增强企业凝聚力，建立现代企业制度，如何分析外部环境和内部条件，发挥优势，抓住机会，克服劣势，避开威胁，制定出适合自己的发展战略也有一定的借鉴作用。
With the deepening of the technological system reformation and development of the socialist market economy, institutes of science research have started the key step that is the enterprise's reformation. After successful reformation, they face both opportunities and challenges, and the key of the enterprise expansion is how to strategically project the enterprise future. Chongqing Iron and Steel Research Institute (CISRI) is one of the research organizations of Chongqing Iron and Steel Group Co. Ltd. To satisfy the conditions of the enterprise's reformation in scientific research institutes, accelerate industrialization of high and technology, and survive and develop in the fierce market competition, CISIR need urgently formulating the strategy for its reformation and development.
The basic theory of strategic management, the relevant theories of modern enterprise system, human resources management, enterprise diagnosis and consultation, and the different kinds of analytical methods such as SWOT, PEST and MichealPorter's five-forces analytical method are used in the article. The CISRI's managing strategic problems have been studied. By using integration theory with practice, investigation and study and statistic analysis, this paper systematically analysis the macro and specific industry environment, points out the opportunities and challenges faced by CISRI. Analyzing the CISRI's resources, abilities and culture in depth, defines its advantages and disadvantages.
Building on the past analysis, the overall strategic framework and strategic targets have been put forward, which is oriented by market, take product development as the lead, centralize on profit, base on research and development, take the opportunity of system reform, reinforce enterprise management, integrate inside with outside, realize investor diversified, management scientifically, industry varied, produce on a large scale, trying the best to establish the CISRI to the special steel and ministry new material trial-produce base integrating the applied technology research and development with industrialization of hi-tech and to be one of the first class hi-tech enterprises in China in 5 to 10 years. Meanwhile, the specific measures which implement the CISRI's management strategy also have been raised, that is, liberating the idea, transforming the sense, reforming the property right system, carrying out the employees stock ownership plans, building the modern enterprise system, practicing mode
rnized enterprise
management model, adjusting the product and industry structure, strengthening the equipment transformation and technological innovation, and changing the human composition.
It will offer CISRI the valuable decision reference to develop further. Also it is benefit to other scientific research institutes, especially the local institutes, which is facing how to innovate the systems, transform the management mechanism, and clear the property right to strengthen the enterprise cohesion and establish the modern enterprise system, and how to analyze the internal and external conditions to give play to advantages, catch hold of the opportunities, overcome the disadvantages and avoid the threat.
本文运用战略管理的基本理论与现代企业制度、营销管理、人力资源管理、企业诊断与咨询的有关理论和较为成熟的SWOT分析法，PEST分析法，并结合迈克尔·波特的五种力量分析法。采用理论联系实际，调查研究、统计分析等方法，对该所发展战略问题进行研究，系统地分析了重研所的宏观环境和行业环境，明确了该所面临的机遇和挑战；深入分析了重研所的资源、能力和文化，明确了其优势和劣势。在此基础上，提出了该所发展的总体战略框架和战略目标。即“以市场为导向，以产品开发为龙头，以效益为中心，以科技开发为基础，以改制为契机，强化企业管理，走内外结合的路子，实现投资主体多元化，经营规模化，管理科学化，产业多元化。用5—10年时间将重研所建成集应用技术开发研究与高新技术产业化为一体的特殊钢生产试制基地和国防军工新材料试制基地，成为国内一流的高科技企业。”同时提出实施重研所经营战略的具体措施。即“解放思想，转变观念；进行产权制度改革，实施员工持股计划；建立现代企业制度，推行现代化企业管理模式；调整产品和产业结构，强化设备改造和技术革新；搞好人才队伍的结构性调整。”
本文将对重研所的进一步发展提供有价值的决策参考。对于其他科研机构，尤其是地方研究所，如何通过制度创新，转换经营机制，明晰产权关系，增强企业凝聚力，建立现代企业制度，如何分析外部环境和内部条件，发挥优势，抓住机会，克服劣势，避开威胁，制定出适合自己的发展战略也有一定的借鉴作用。
With the deepening of the technological system reformation and development of the socialist market economy, institutes of science research have started the key step that is the enterprise's reformation. After successful reformation, they face both opportunities and challenges, and the key of the enterprise expansion is how to strategically project the enterprise future. Chongqing Iron and Steel Research Institute (CISRI) is one of the research organizations of Chongqing Iron and Steel Group Co. Ltd. To satisfy the conditions of the enterprise's reformation in scientific research institutes, accelerate industrialization of high and technology, and survive and develop in the fierce market competition, CISIR need urgently formulating the strategy for its reformation and development.
The basic theory of strategic management, the relevant theories of modern enterprise system, human resources management, enterprise diagnosis and consultation, and the different kinds of analytical methods such as SWOT, PEST and MichealPorter's five-forces analytical method are used in the article. The CISRI's managing strategic problems have been studied. By using integration theory with practice, investigation and study and statistic analysis, this paper systematically analysis the macro and specific industry environment, points out the opportunities and challenges faced by CISRI. Analyzing the CISRI's resources, abilities and culture in depth, defines its advantages and disadvantages.
Building on the past analysis, the overall strategic framework and strategic targets have been put forward, which is oriented by market, take product development as the lead, centralize on profit, base on research and development, take the opportunity of system reform, reinforce enterprise management, integrate inside with outside, realize investor diversified, management scientifically, industry varied, produce on a large scale, trying the best to establish the CISRI to the special steel and ministry new material trial-produce base integrating the applied technology research and development with industrialization of hi-tech and to be one of the first class hi-tech enterprises in China in 5 to 10 years. Meanwhile, the specific measures which implement the CISRI's management strategy also have been raised, that is, liberating the idea, transforming the sense, reforming the property right system, carrying out the employees stock ownership plans, building the modern enterprise system, practicing mode
rnized enterprise
management model, adjusting the product and industry structure, strengthening the equipment transformation and technological innovation, and changing the human composition.
It will offer CISRI the valuable decision reference to develop further. Also it is benefit to other scientific research institutes, especially the local institutes, which is facing how to innovate the systems, transform the management mechanism, and clear the property right to strengthen the enterprise cohesion and establish the modern enterprise system, and how to analyze the internal and external conditions to give play to advantages, catch hold of the opportunities, overcome the disadvantages and avoid the threat.
引文
[1] 储雪林编著．技术管理概论P96．中国科学技术大学出版社．1997
[2] 简兆权．战略管理的演进与发展趋势．科技管理研究．1999 VOL17 NO．3
[3] 金占明等编著．战略管理—超竞争环境下的选择P9．北京：清华大学出版社．1999．
[4] [美]科特勒著．梅汝和等译．营销管理：分析、计划、执行和控制．第9版．上海：上海人民出版社．1999
[5] 官风华．刘少成著．现代企业制度．北京：人民出版社．1995
[6] 重庆钢铁研究所所志编委会．重庆钢研志
[7] 江泽明．人民出版社．全面建设小康社会开创中国特色社会主义事业新局面．2002．11
[8] 中国特钢企业协会．中国特殊钢市场指南．2003(1)
[9] 王方华．吕魏主编．企业战略管理P229．上海：复旦大学出版社．1997
[10] 周德孚．殷建平．蔡桂其编著．学习型组织P162．上海：上海财经大学出版社．1998
[11] 沈青．企业文化是提升竞争力的决定性因素．科学管理研究 Vol 20 No 2．2002．4
[12] 叶映．对重建我国职工持股制的探索与思考．经济问题探索．2002(8)
[13] 重庆钢铁研究所．重庆钢铁研究所“十五”发展规划
[14] 全国磁性材料与器件行业协会．第五届磁性材料及设备会议暨第九届全国钕铁硼会议资料．上海．2002
[15] [美]弗雷德·R·戴维著．李克宁译．战略管理．北京：经济科学出版社．2001
[16] 陈继祥．吴振寰编箸．企业经营战略—集成整合途径与案例．上海：上海交通大学出版社．2000
[17] 王代敬著．股份制改造．西南财经大学出版社．1997
[18] [美]诺伊等著．刘昕译．人力资源管理：赢得竞争优势3版北京：中国人民大学出版社．2001
[19] 项国鹏．企业战略管理范式的转型．经济管理．2001(16)
[20] 黄津孚．资源、能力与核心竞争力．经济管理．2001(20)
[21] 范徵．论企业知识资本与核心能力的整合．经济管理．2001(22)
[22] 顾士明．周春平．职工持股：西方的经验与中国的实践．经济管理．2001(14)
[23] 黄继刚．职工持股与国企多元化改革．经济管理．2001(14)
[24] 陈金林．研究所转制过程中值得注意的几个问题．科技管理研究．2000(2)
[25] 陈荣铎．21世纪高新技术产业面临的挑战、机遇及对策．管理现代化．2001(2)
[26] 夏太寿．孔繁蕾．关于地方科研院所发展科技产业化的思考—以江苏激素研究所为例．科学管理研究．1999 VOL．17 NO．1
[27] 刘静．张忠东．我国科研机构企业化的模式、途径初探．科技管理研究．1996(4)
[28] 周常生．现代化经营发展战略．经济科学．1994(3)
[29] 张廷军．试论科研机构科技产业化的企业文化建设．科技管理研究．1998(4)
[30] 刘仲敏．张晓萍．地方科研单位在体制改革中的问题及其对策．科技管理研究．2000(4)
[31] 赵建军．徐志宏．科研机构企业化后应如何发展．科学管理研究．2001 VOL．19NO．2
[32] M.E Porter, Towards the Dynamic Theory of Strategy, Strategic Management Journal. Vol. 12
[33] M.E Porter, What is strategy? Havard Business Review,74/6(November/December 1996)
[34] Shuen, Dynamic Capabilities and strategic Management, Strategic Management Journal 18/7(1997)
[35] Porter M: Competitive Strategy: Techniques for Analyzing Industries and Competition, New York: Free Press. 1980
[36] Wernerfelt B: A Resource—based View of the Firm, strategy management joural, 1985,5(2)
[37] Porter M: Competitive Advantage, New York: Free Press. 1985
[38] Porter M: Competitive Advantage of Nations, New York: Free Press. 1990
[39] Rumelt R P: How Much Does Industry Matter? Strategic Management Journal. 1991. 12(3)
[40] Davidow, W.H and M.S Malone, The Virtual Corporation, New York: Harper Business, 1992
[41] Kanter. R.M. The Change master, New York: Simon and Schuster, 1983
[42] Leavy. B. and D. Wilson, Strategy and Leader ship.Landon,UK:Routledge, 1994
[2] 简兆权．战略管理的演进与发展趋势．科技管理研究．1999 VOL17 NO．3
[3] 金占明等编著．战略管理—超竞争环境下的选择P9．北京：清华大学出版社．1999．
[4] [美]科特勒著．梅汝和等译．营销管理：分析、计划、执行和控制．第9版．上海：上海人民出版社．1999
[5] 官风华．刘少成著．现代企业制度．北京：人民出版社．1995
[6] 重庆钢铁研究所所志编委会．重庆钢研志
[7] 江泽明．人民出版社．全面建设小康社会开创中国特色社会主义事业新局面．2002．11
[8] 中国特钢企业协会．中国特殊钢市场指南．2003(1)
[9] 王方华．吕魏主编．企业战略管理P229．上海：复旦大学出版社．1997
[10] 周德孚．殷建平．蔡桂其编著．学习型组织P162．上海：上海财经大学出版社．1998
[11] 沈青．企业文化是提升竞争力的决定性因素．科学管理研究 Vol 20 No 2．2002．4
[12] 叶映．对重建我国职工持股制的探索与思考．经济问题探索．2002(8)
[13] 重庆钢铁研究所．重庆钢铁研究所“十五”发展规划
[14] 全国磁性材料与器件行业协会．第五届磁性材料及设备会议暨第九届全国钕铁硼会议资料．上海．2002
[15] [美]弗雷德·R·戴维著．李克宁译．战略管理．北京：经济科学出版社．2001
[16] 陈继祥．吴振寰编箸．企业经营战略—集成整合途径与案例．上海：上海交通大学出版社．2000
[17] 王代敬著．股份制改造．西南财经大学出版社．1997
[18] [美]诺伊等著．刘昕译．人力资源管理：赢得竞争优势3版北京：中国人民大学出版社．2001
[19] 项国鹏．企业战略管理范式的转型．经济管理．2001(16)
[20] 黄津孚．资源、能力与核心竞争力．经济管理．2001(20)
[21] 范徵．论企业知识资本与核心能力的整合．经济管理．2001(22)
[22] 顾士明．周春平．职工持股：西方的经验与中国的实践．经济管理．2001(14)
[23] 黄继刚．职工持股与国企多元化改革．经济管理．2001(14)
[24] 陈金林．研究所转制过程中值得注意的几个问题．科技管理研究．2000(2)
[25] 陈荣铎．21世纪高新技术产业面临的挑战、机遇及对策．管理现代化．2001(2)
[26] 夏太寿．孔繁蕾．关于地方科研院所发展科技产业化的思考—以江苏激素研究所为例．科学管理研究．1999 VOL．17 NO．1
[27] 刘静．张忠东．我国科研机构企业化的模式、途径初探．科技管理研究．1996(4)
[28] 周常生．现代化经营发展战略．经济科学．1994(3)
[29] 张廷军．试论科研机构科技产业化的企业文化建设．科技管理研究．1998(4)
[30] 刘仲敏．张晓萍．地方科研单位在体制改革中的问题及其对策．科技管理研究．2000(4)
[31] 赵建军．徐志宏．科研机构企业化后应如何发展．科学管理研究．2001 VOL．19NO．2
[32] M.E Porter, Towards the Dynamic Theory of Strategy, Strategic Management Journal. Vol. 12
[33] M.E Porter, What is strategy? Havard Business Review,74/6(November/December 1996)
[34] Shuen, Dynamic Capabilities and strategic Management, Strategic Management Journal 18/7(1997)
[35] Porter M: Competitive Strategy: Techniques for Analyzing Industries and Competition, New York: Free Press. 1980
[36] Wernerfelt B: A Resource—based View of the Firm, strategy management joural, 1985,5(2)
[37] Porter M: Competitive Advantage, New York: Free Press. 1985
[38] Porter M: Competitive Advantage of Nations, New York: Free Press. 1990
[39] Rumelt R P: How Much Does Industry Matter? Strategic Management Journal. 1991. 12(3)
[40] Davidow, W.H and M.S Malone, The Virtual Corporation, New York: Harper Business, 1992
[41] Kanter. R.M. The Change master, New York: Simon and Schuster, 1983
[42] Leavy. B. and D. Wilson, Strategy and Leader ship.Landon,UK:Routledge, 1994