天津大无缝彩涂板有限公司市场竞争战略的制定与实施
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摘要
天津大无缝彩涂板有限公司是天津钢管集团为开发钢管主业以外的新产业而设立的公司之一,彩涂板公司产品与原料两头在外,均与母公司无关联。公司投产之际,正是国内彩涂板行业严重无序竞争之时。国内市场严重供大于求,已有产能开工率不足百分之三十,大多数国营企业花巨资引进的生产线处于停产、半停产状态;民营企业生产线也是开开停停,市场环境十分严峻。如何制定并实施有效的战略管理,使彩板公司的产品能够顺利进入市场、站稳脚跟并谋求更好地发展,是摆在公司面前的必须解决好的问题。本文对彩板公司的外部环境因素和内部环境因素进行了全面分析,确定了产品的市场定位,并对产品组合用BGG矩阵进行了排列。在环境分析之后,运用EFE、IFE矩阵进行了评价,认为彩板公司能够充分发挥好自身优势,在市场中确立自身的竞争地位。结合企业现状,利用SWOT矩阵分析,确定了彩板公司的发展战略。同时,为保证既定战略的顺利实施,建立了公司组织构架。建立了基于平衡计分卡的绩效评价体系,从财务、客户、内部运作流程及学习和成长角度对企业战略进行管理并对战略绩效进行评价。彩板公司通过实施战略管理,运行以来取得了初步的成绩,坚定了公司实现战略总目标的决心。彩板公司将根据市场的发展变化适时进行战略调整,充分利用集团公司的整体优势,不断提升企业的核心竞争力,实现又好又快发展。
TianJin TPCO color coating company is established by TianJin pipe corporation ltd., its aim is to develop new products out of seamless pipes for the group company. Neither the material nor the finished products of the color coating co. have any relationships with the group co. When the color coating line put into production, the civil market of the precoated steel sheets became the worst competitive as more color coating lines have been built. At that time, less than 30% of the production capacity could be on duty. Many expensive production lines that were imported from abroad were in the state of shut down or run occasionally .Most privately-run lines were also in poor running state. The color coating co. released that it’s the only way to make correct developing strategy and to make strategy managing, can make the co. to win in the competitive market. The article has carried on the comprehensive scanning and the analysis to the outside and inside environment of the color coating co., using the BGG matrix to make certain of the products, using the EFE, IFE matrix ,thought that the color coating co. has the stronger competitive advantages, can make the positive response to the external environment. Make union of the enterprises present situation with the SWOT matrix analysis, the article have determined the SO, ST, WO and the WT four kinds of strategies, its organic synthesis, have formed the strategy of the TPCO color coating coil co. In order to guarantee the strategy the smooth implementation, the co. established the organization structure. Then the co. has formulated the market development, the capital operation and so on nine functional strategies and the implementation measures. By using the Balanced Score Card, to evaluate the co. strategy from the aspects of financial, customers, enterprise operation, leaning and grow up. And also, BSC is used to Co. colleges by combined its income with its accomplished level of the key purpose items. In that way, BSC is used to encourage people.
By accomplishing strategy administration, the TPCO color coating co. has made a start win in the market. This encouraged people of the co. to achieve the final aim of the enterprise. The TPCO color coating co. will adjust its strategy with the changing of the market, make adaptation the advantages of the group co., to achieve rapidly and better development with the competitive power.
TianJin TPCO color coating company is established by TianJin pipe corporation ltd., its aim is to develop new products out of seamless pipes for the group company. Neither the material nor the finished products of the color coating co. have any relationships with the group co. When the color coating line put into production, the civil market of the precoated steel sheets became the worst competitive as more color coating lines have been built. At that time, less than 30% of the production capacity could be on duty. Many expensive production lines that were imported from abroad were in the state of shut down or run occasionally .Most privately-run lines were also in poor running state. The color coating co. released that it’s the only way to make correct developing strategy and to make strategy managing, can make the co. to win in the competitive market. The article has carried on the comprehensive scanning and the analysis to the outside and inside environment of the color coating co., using the BGG matrix to make certain of the products, using the EFE, IFE matrix ,thought that the color coating co. has the stronger competitive advantages, can make the positive response to the external environment. Make union of the enterprises present situation with the SWOT matrix analysis, the article have determined the SO, ST, WO and the WT four kinds of strategies, its organic synthesis, have formed the strategy of the TPCO color coating coil co. In order to guarantee the strategy the smooth implementation, the co. established the organization structure. Then the co. has formulated the market development, the capital operation and so on nine functional strategies and the implementation measures. By using the Balanced Score Card, to evaluate the co. strategy from the aspects of financial, customers, enterprise operation, leaning and grow up. And also, BSC is used to Co. colleges by combined its income with its accomplished level of the key purpose items. In that way, BSC is used to encourage people.
By accomplishing strategy administration, the TPCO color coating co. has made a start win in the market. This encouraged people of the co. to achieve the final aim of the enterprise. The TPCO color coating co. will adjust its strategy with the changing of the market, make adaptation the advantages of the group co., to achieve rapidly and better development with the competitive power.
引文
[1]和金生,企业战略管理,天津大学出版社,2001
[2]迈克尔·波特,竞争论,北京:中信出版社,2003.1
[3]芮明杰,产业经济学,上海:上海财经大学出版社,2005.8
[4]赵国杰,管理与管理学,天津大学出版社,2003
[5]金占明,战略管理—超竞争环境下的选择,清华大学出版社,1999
[6]王永忠,阮培宁主编,现代化管理方法及应用,天津:天津大学出版社,2006.12
[7]成思危,中国企业管理面临的问题与对策,北京:民主与建设出版社,2000
[8]芮明杰等,现代公司理论与运行,济南:山东人民出版社,2002
[9](美)理查德B.蔡斯等著;宋国防等译,生产与运作管理:制造与服务,北京:机械工业出版社,1999.7
[10]袁安照,余光胜,现代企业组织创新,山西经济出版社,2002
[11]司徒贤达,战略管理新论,复旦大学出版社,2003
[12]罗伯特·卡普兰,大卫·诺顿,平衡计分卡—化战略为行动,广州:广东经济出版社,2004
[13]金燕、林锐,平衡计分卡应用务实,海天出版社,2004
[14]赵彦云等,中国制造业产业竞争力评价和分析,北京:中国标准出版社,2005
[15]陈祝平,品牌管理,北京:中国发展出版社,2005.9
[16]国家统计局,中国统计年鉴2005,北京,中国统计出版社
[17]迈克尔·波特,竞争优势,北京:华夏出版社,2004.6
[18](英)亚当·斯密,国民财富的性质和原因的研究,北京:商务印书馆,1990
[19](美)斯莱沃斯基(Slywotzky,A.J.)等著;凌晓东等译,发现利润区,北京:中信出版社,2001.12
[20]ECCA报告,欧洲彩涂协会,2003
[21]方丽英等译,世界经济论坛2002-2003年全球竞争力报告,北京:机械工业出版社,2003
[22]郑方华主编,销售技能案例训练手册,北京:机械工业出版社,2006.1
[23](美)罗宾斯,组织行为学精要,机械工业出版社,2003
[24]刘平洋,中国产业国际竞争力分析,北京:经济管理出版社,2003
[25](美)麦克南,经济学,北京:高等教育出版社,2002
[26]干春晖主编,管理经济学,上海:立信会计出版社,2002
[27]裴长洪,利用外资与产业竞争力,北京:社会科学文献出版社,1998
[28](美)彼得·圣吉著,郭进隆译,第五项修炼-学习型组织的艺术与务实,上海三联书店,1998
[29]赵春明,企业战略管理——理论与实践,北京:人民出版社,2003
[30]解培才,企业战略管理,上海:人民出版社,2002
[31]Irv Beiman/孙永玲,平衡计分卡中国战略实践,北京:中国机械工业出版社,2003
[32]林俊杰,平衡计分卡导向战略管理,华夏出版社,2003
[2]迈克尔·波特,竞争论,北京:中信出版社,2003.1
[3]芮明杰,产业经济学,上海:上海财经大学出版社,2005.8
[4]赵国杰,管理与管理学,天津大学出版社,2003
[5]金占明,战略管理—超竞争环境下的选择,清华大学出版社,1999
[6]王永忠,阮培宁主编,现代化管理方法及应用,天津:天津大学出版社,2006.12
[7]成思危,中国企业管理面临的问题与对策,北京:民主与建设出版社,2000
[8]芮明杰等,现代公司理论与运行,济南:山东人民出版社,2002
[9](美)理查德B.蔡斯等著;宋国防等译,生产与运作管理:制造与服务,北京:机械工业出版社,1999.7
[10]袁安照,余光胜,现代企业组织创新,山西经济出版社,2002
[11]司徒贤达,战略管理新论,复旦大学出版社,2003
[12]罗伯特·卡普兰,大卫·诺顿,平衡计分卡—化战略为行动,广州:广东经济出版社,2004
[13]金燕、林锐,平衡计分卡应用务实,海天出版社,2004
[14]赵彦云等,中国制造业产业竞争力评价和分析,北京:中国标准出版社,2005
[15]陈祝平,品牌管理,北京:中国发展出版社,2005.9
[16]国家统计局,中国统计年鉴2005,北京,中国统计出版社
[17]迈克尔·波特,竞争优势,北京:华夏出版社,2004.6
[18](英)亚当·斯密,国民财富的性质和原因的研究,北京:商务印书馆,1990
[19](美)斯莱沃斯基(Slywotzky,A.J.)等著;凌晓东等译,发现利润区,北京:中信出版社,2001.12
[20]ECCA报告,欧洲彩涂协会,2003
[21]方丽英等译,世界经济论坛2002-2003年全球竞争力报告,北京:机械工业出版社,2003
[22]郑方华主编,销售技能案例训练手册,北京:机械工业出版社,2006.1
[23](美)罗宾斯,组织行为学精要,机械工业出版社,2003
[24]刘平洋,中国产业国际竞争力分析,北京:经济管理出版社,2003
[25](美)麦克南,经济学,北京:高等教育出版社,2002
[26]干春晖主编,管理经济学,上海:立信会计出版社,2002
[27]裴长洪,利用外资与产业竞争力,北京:社会科学文献出版社,1998
[28](美)彼得·圣吉著,郭进隆译,第五项修炼-学习型组织的艺术与务实,上海三联书店,1998
[29]赵春明,企业战略管理——理论与实践,北京:人民出版社,2003
[30]解培才,企业战略管理,上海:人民出版社,2002
[31]Irv Beiman/孙永玲,平衡计分卡中国战略实践,北京:中国机械工业出版社,2003
[32]林俊杰,平衡计分卡导向战略管理,华夏出版社,2003