楚天高速公路可持续发展战略研究
摘要
本文以我国有代表性的公路上市公司为主要研究对象,以公路上市公司的可持续发展问题为主要研究内容,围绕公路上市公司的外部环境与内在能力两个核心内容,探讨公路上市公司的可持续发展问题。楚天高速公路股份有限公司是湖北省从事投资和经营收费路桥的主要高速公路公司,2004年公司在上海证券交易所发行上市。
从2002年开始,由于受“建设超前、流量下降、造价上升、收费期限缩短”等多重因素的影响,高速公路的投资效益正呈下降的趋势。因此从战略的高度对企业发展进行总体规划就成为摆在高速公路经营企业面前的紧迫问题。企业发展战略的研究可以促使企业综合考虑内部资源与外部环境因素,加强资源的合理配置,优化资源结构,最大限度的利用和发挥资源效能,不断增强企业的协调、沟通与控制职能,不断检查和评估目前战略的价值与合理性,从而确保战略目标的实现。
本文以战略管理理论为依据,采用由外而内、由宏观到微观的逻辑思路,先是对整个战略管理理论进行全面概括,获得研究的理论支持,然后运用波特五力模型、SWOT分析方法等战略分析工具对公司所处的外部环境、内部资源以及核心能力进行综合分析,进而得到公司的战略定位、总体战略目标以及战略选择,并针对发展战略提出应采取的保障条件和实施策略。
通过综合分析,论文认为高速公路产业在5～10年内还将保持快速发展的势头。楚天高速在中短期应以发展交通基础设施投资、经营为主业,扩大自身的业务收入和资产规模,提高现有资产的获利能力;从长期发展的角度来看,由于公司面临政策风险巨大,而公司目前的业务单一,规避经营风险的能力差,所以公司要保持可持续发展,必须培育新的经济增长点,尝试走多元化的道路。通过战略实施,到2020年将公司发展成为以高速公路运营为核心业务,产业结构完善,品牌优势突出,具有强大竞争力的国内一流的高速公路经营企业。
本论文综合运用战略管理、市场营销、组织行为学等相关理论知识,结合本人多年从事高速公路管理的实践经验,运用多种战略分析工具,对湖北楚天高速发展战略提出设想。希望能够有助于解决企业在发展中所遇到的问题,同时也为国内其他同类企业提供一些有益的借鉴和参考。
This paper takes the representative listed highway companies in China as the research object, and tries to analyze the sustainable development of such companies in relation to their environment and their capability. It also proposes policies for improving the environment as well as effective measures of building up the companies' capability. Hubei Chutian highway limited liability Company is engaged in the investment and the management of toll highway & bridge, in 2004 the company finished its IPO in Shanghai stock market.
New situation drops the highway investment benefit down day by day, being the highway management enterprise, if is inferior to time will have a strategic plan to the enterprise future development goal, possibly will be able to waste many resources and the opportunity in the development process, even will lose the original competitive ability. Therefore, highly develops from the strategy to the enterprise carries on the overall plan to become suspends in front of the highway management enterprise the urgent problem.
The enterprise developmental strategy research may urge the enterprise to synthesize the consideration interior resources with the external environment factor, strengthens the resources the reasonable disposition, the optimized resources structure, the maximum limit use and the display resources potency, unceasingly strengthens the enterprise the coordination, the communication and the control function, unceasingly inspects and the appraisal at present the strategic value and the rationality, thus guarantees the strategic target the realization.
This article takes the strategic management theory as the basis, uses from outside but in, from macroscopic to the microscopic logical mentality, first is carries on the comprehensive summary to the entire strategic management theory, obtains the theory support, then the utilization baud five strength models, strategic analysis tool and so on SWOT analysis method the external environment, internal resources as well as the core ability which locates to the company carries on the generalized analysis, then obtains the company the strategic localization, the overall strategic target as well as the strategic choice, and aims at each strategy to propose should adopt step and implementation strategy.
With the generalized analysis, the paper will think the highway industry also will maintain the fast development in 5-10 the tendency. The high speed joint-stock company should develop the transportation infrastructure investment, the management in the center short-term primarily industry, expands own service income and the property scale through the capital operation, enhances the existing property to make a profit the ability; Looked from the long-term development angle, as a result of company faced with policy risk huge, but the company at present service is unitary, dodges the management risk the ability difference, therefore the company must maintain the sustainable development, must cultivate the new economical growth spot, holds the opportunity moderately to the real estate industry, the financial profession strategy investment, attempts the multiplication the path. Through the strategic implementation, to 2020 the corporate growth into take the highway operation as the core business, the industrial structure perfect, the brand superiority is prominent, has the formidable competitive ability the home first-class highway management enterprise.
In the present paper synthesis utilization business management curriculum learns the strategic management, the market marketing, the organization behavior study, the management study and so on the related theory knowledge, unifies myself many years to be engaged in the experience which the highway profession accumulates, the utilization many kinds of strategies analysis tool, proposes the tentative plan to the highway management enterprise developmental strategy. The hope can be helpful to the solution highway management enterprise the question which meets in the development, simultaneously also provides some beneficial models and the reference for the domestic other similar enterprises.
从2002年开始,由于受“建设超前、流量下降、造价上升、收费期限缩短”等多重因素的影响,高速公路的投资效益正呈下降的趋势。因此从战略的高度对企业发展进行总体规划就成为摆在高速公路经营企业面前的紧迫问题。企业发展战略的研究可以促使企业综合考虑内部资源与外部环境因素,加强资源的合理配置,优化资源结构,最大限度的利用和发挥资源效能,不断增强企业的协调、沟通与控制职能,不断检查和评估目前战略的价值与合理性,从而确保战略目标的实现。
本文以战略管理理论为依据,采用由外而内、由宏观到微观的逻辑思路,先是对整个战略管理理论进行全面概括,获得研究的理论支持,然后运用波特五力模型、SWOT分析方法等战略分析工具对公司所处的外部环境、内部资源以及核心能力进行综合分析,进而得到公司的战略定位、总体战略目标以及战略选择,并针对发展战略提出应采取的保障条件和实施策略。
通过综合分析,论文认为高速公路产业在5～10年内还将保持快速发展的势头。楚天高速在中短期应以发展交通基础设施投资、经营为主业,扩大自身的业务收入和资产规模,提高现有资产的获利能力;从长期发展的角度来看,由于公司面临政策风险巨大,而公司目前的业务单一,规避经营风险的能力差,所以公司要保持可持续发展,必须培育新的经济增长点,尝试走多元化的道路。通过战略实施,到2020年将公司发展成为以高速公路运营为核心业务,产业结构完善,品牌优势突出,具有强大竞争力的国内一流的高速公路经营企业。
本论文综合运用战略管理、市场营销、组织行为学等相关理论知识,结合本人多年从事高速公路管理的实践经验,运用多种战略分析工具,对湖北楚天高速发展战略提出设想。希望能够有助于解决企业在发展中所遇到的问题,同时也为国内其他同类企业提供一些有益的借鉴和参考。
This paper takes the representative listed highway companies in China as the research object, and tries to analyze the sustainable development of such companies in relation to their environment and their capability. It also proposes policies for improving the environment as well as effective measures of building up the companies' capability. Hubei Chutian highway limited liability Company is engaged in the investment and the management of toll highway & bridge, in 2004 the company finished its IPO in Shanghai stock market.
New situation drops the highway investment benefit down day by day, being the highway management enterprise, if is inferior to time will have a strategic plan to the enterprise future development goal, possibly will be able to waste many resources and the opportunity in the development process, even will lose the original competitive ability. Therefore, highly develops from the strategy to the enterprise carries on the overall plan to become suspends in front of the highway management enterprise the urgent problem.
The enterprise developmental strategy research may urge the enterprise to synthesize the consideration interior resources with the external environment factor, strengthens the resources the reasonable disposition, the optimized resources structure, the maximum limit use and the display resources potency, unceasingly strengthens the enterprise the coordination, the communication and the control function, unceasingly inspects and the appraisal at present the strategic value and the rationality, thus guarantees the strategic target the realization.
This article takes the strategic management theory as the basis, uses from outside but in, from macroscopic to the microscopic logical mentality, first is carries on the comprehensive summary to the entire strategic management theory, obtains the theory support, then the utilization baud five strength models, strategic analysis tool and so on SWOT analysis method the external environment, internal resources as well as the core ability which locates to the company carries on the generalized analysis, then obtains the company the strategic localization, the overall strategic target as well as the strategic choice, and aims at each strategy to propose should adopt step and implementation strategy.
With the generalized analysis, the paper will think the highway industry also will maintain the fast development in 5-10 the tendency. The high speed joint-stock company should develop the transportation infrastructure investment, the management in the center short-term primarily industry, expands own service income and the property scale through the capital operation, enhances the existing property to make a profit the ability; Looked from the long-term development angle, as a result of company faced with policy risk huge, but the company at present service is unitary, dodges the management risk the ability difference, therefore the company must maintain the sustainable development, must cultivate the new economical growth spot, holds the opportunity moderately to the real estate industry, the financial profession strategy investment, attempts the multiplication the path. Through the strategic implementation, to 2020 the corporate growth into take the highway operation as the core business, the industrial structure perfect, the brand superiority is prominent, has the formidable competitive ability the home first-class highway management enterprise.
In the present paper synthesis utilization business management curriculum learns the strategic management, the market marketing, the organization behavior study, the management study and so on the related theory knowledge, unifies myself many years to be engaged in the experience which the highway profession accumulates, the utilization many kinds of strategies analysis tool, proposes the tentative plan to the highway management enterprise developmental strategy. The hope can be helpful to the solution highway management enterprise the question which meets in the development, simultaneously also provides some beneficial models and the reference for the domestic other similar enterprises.
引文
[1]安德鲁·坎贝尔等编,严勇等译核心能力战略,大连:1999,东北财经大学出版社
[2]保罗·S·麦耶斯主编,蒋惠工等译,识管理与组织设计,珠海:1998,珠海出版社
[3]彼得·圣吉著,第五项修炼Ⅱ实践篇(下)——共创学习新经验,1995,天下文化出版社
[4]彼得·圣吉著、郭进隆译,第五项修炼——学习型组织的艺术与实务,上海:1996,上海三联书店出版
[5]大卫·J·科利斯、辛西娅·A·蒙哥马利著、王永贯等译,公司战略:企业的资源与范围,大连:1999,东北财经大学出版社
[6]丹·迪芒塞斯库、彼得·海因斯、尼克·里奇著、罗汉译,精干型企业,上海:1999,上海人民出版社
[7]范秀成,交互过程与交互质量,南开管理评论,1999(1):8-12
[8]菲利普·科特勒等著,梅汝和等译,营销管理——分析、计划、执行和控制,第8版,上海:1998,上海人民出版社
[9]国家体改委经济体制改革研究院等联合研究组,中国国家竞争力发展报告,北京:1997,1998,中国人民大学出版社
[10]韩经纶编著,服务营销学,天津:1997,天津人民出版社
[11]朱立恩,管理信息系统,广州:1995,广东旅游出版社
[12]张润书,组织行为与管理,台北:1986,五南图书出版公司
[13]金磅,中国工业国际竞争力——理论方法与实证研究,北京:1997,经济管理出版社
[14]劳伦斯.R.奎特等著,夏善晨等译,产品的竞争优势:质量、功能、发展,上海;1995,上海人民出版社
[15]联合研究组,中国国际竞争力发展报告((1998——科学技术主题研究),北京:1999中国人民大学出版社
[16]梁能著,跨国经营概论,上海:1996,上海人民出版社
[17]林恩·夏普·佩因著,王永贵等,译领导、伦理与组织信誉安全,大连:1999,东北财经大学出版社
[18]齐寅峰著,公司财务学,北京:1997,中国物价出版社
[19]迈克尔·波特著,陈小悦译,竞争优势,北京:1997,华夏出版社
[20]尼古莱.J·福斯等编,李东红译,企业万能——面向企业能力理论,大连:1998,东北财经大学出版社
[21]斯蒂格利茨著,姚开健等译,经济学(上、下),北京:1997,中国人民大学出版社
[22]宋乱,工业优势、比较优势和竞争优势——中国加入世界贸易组织的收益与 代价,国际经济评论,,999(7-8):5-9
[23]王磊、刘洪涛、李垣,当代企业战略研究的理论基础综述,经济学动态,1999(2):64-67
[24]王毅、毛义华、陈劲、许庆瑞,新产品开发管理新范式:基于核心能力的平台方法,科研管理,1999(5):7-12
[25]王仁曾.中国大中型工业企业的科技活动与国际竞争力分析.兰州商学院学报,1999(3):11-15
[26]王迎军编著,战略杠杆,天津:1997,天津人民出版社
[27]王迎军、王永贵,动态环境下企业竞争优势的关键维度——基于资源观的企业柔性透视(上、下),外国经济与管理,2000(7):25/2000(8):23-25
[28]王永贵,企业实现突破性成长的途径,经济管理,1998(11):21-22
[29]王永贵,现代企业如何营造竞争优势,现代财经,1999(3):53-57
[30]王永贵、韩经纶,不同服务企业核心能力与绩效改进探析,南开经济研究,2000(2):28-32
[31]王凤彬著,企业管理组织变革的理论与实践,北京:1994,中国人民大学出版社
[32]杨仕辉,我国企业国际竞争力研究,经济与管理研究,2000(2):36-39
[33]张玉利,企业竞争力研究的层次结构与研究原则,科学管理研究,1996(1):20-24
[34]中国企业联合会课题组,中国企业竞争力的基本特征,企业管理,1999(12):42-43
[35]戴斌,管理咨询,北京:1997,中国经济出版社
[36]胡建绩,企业经营战略管理,上海:1994,复旦大学出版社
[37]刘冀生,企业经营战略,北京:1995,清华大学出版社
[38]黄明杰,现代企业管理创新,山西:1198,山西经济出版社
[39]谭希贤,管理学原理,北京:2001,中国人民出版社
[40]王方华,企业战略管理,上海:1997,上海财经大学出版社
[41]颜光华、刘正周,企业再造,长沙:1998,中南大学出版社
[42]Arnold C.Hax & Nicolas S.Majluf(1991)The Strategy Concept and process(4~(TH)ed.).New York:Pergamon Press.
[43]Gerry Johnson & Kevan Scholes(1993) Exploring Corporate Strategy(3~(TH)ed.).London:Prentice Hall,Inc.
[44]Richard G.Hamermesh(1986)Making Strategy Work(2~(rd) ed.).New York:John Wiley&Sons,Inc.
[45]Stephen George&Arnold Weimerskirch(1998) Total Quality Management strategies and Techniques at Tody's Most Successful Companies(6~(TH)ed.).New York:John Wiley&Sons,Inc.
[46]Strebel&Palu(1992) Breakpoints:How Managers Exploit Radical Business Change(2~(nd)ed.).Harvard Business School Press.
[47]William A.Sahlman(1997) How to Write a Great Business Plan(3~(rd)ed.).Harvard Business Review,November-December.
[48]GulatiR. Strategic Networks[J]. Strategic Management Journal, 2000, 21(2): 443-467
[49] Hakansson, Hakan. Corporate Technological Behavior: Cooperation and Networks. London: Rout ledge, 1989:3-59
[50] HenkW Volerda. Co-evolutionary Dynamics Within and Between Firms: From Evolution to Co-evolution [J]. Journal of Management Studies, 2003, 40(8):2111-2136
[51] Jensen Michael C, WilliamH Meckling. Theory of the Firm: Managerial Behavior, Agency Costs, and Owner ship Structure [J]. Journal of Financial Economics, 1976,17 (3): 35-60
[52] Jarillo J C. On Strategic Networks [J]. Strategic Management Journal, 1988,13(1): 31-41
[53]Michael Hannanand John Freeman. The Population Ecology of Organizations [J]. American Journal of Sociology, 1977,82:29-64
[54] NohriaN. Networks and Organizations: Structure, Form and Action [M]. Boston: Harvard Business School Press, 1992:7-48
[55]Suzana Rodrigues, John Child. Co-evolutioninan Institutionalized Environment [J]. Journal of Management Studies, 2003, 40(8):2137-2162
[56]Williamson O E. Transaction Cost Economics[M]. NewYork: R. Schmalensee and R.D.Willig, Editors, 1989:10-112
[2]保罗·S·麦耶斯主编,蒋惠工等译,识管理与组织设计,珠海:1998,珠海出版社
[3]彼得·圣吉著,第五项修炼Ⅱ实践篇(下)——共创学习新经验,1995,天下文化出版社
[4]彼得·圣吉著、郭进隆译,第五项修炼——学习型组织的艺术与实务,上海:1996,上海三联书店出版
[5]大卫·J·科利斯、辛西娅·A·蒙哥马利著、王永贯等译,公司战略:企业的资源与范围,大连:1999,东北财经大学出版社
[6]丹·迪芒塞斯库、彼得·海因斯、尼克·里奇著、罗汉译,精干型企业,上海:1999,上海人民出版社
[7]范秀成,交互过程与交互质量,南开管理评论,1999(1):8-12
[8]菲利普·科特勒等著,梅汝和等译,营销管理——分析、计划、执行和控制,第8版,上海:1998,上海人民出版社
[9]国家体改委经济体制改革研究院等联合研究组,中国国家竞争力发展报告,北京:1997,1998,中国人民大学出版社
[10]韩经纶编著,服务营销学,天津:1997,天津人民出版社
[11]朱立恩,管理信息系统,广州:1995,广东旅游出版社
[12]张润书,组织行为与管理,台北:1986,五南图书出版公司
[13]金磅,中国工业国际竞争力——理论方法与实证研究,北京:1997,经济管理出版社
[14]劳伦斯.R.奎特等著,夏善晨等译,产品的竞争优势:质量、功能、发展,上海;1995,上海人民出版社
[15]联合研究组,中国国际竞争力发展报告((1998——科学技术主题研究),北京:1999中国人民大学出版社
[16]梁能著,跨国经营概论,上海:1996,上海人民出版社
[17]林恩·夏普·佩因著,王永贵等,译领导、伦理与组织信誉安全,大连:1999,东北财经大学出版社
[18]齐寅峰著,公司财务学,北京:1997,中国物价出版社
[19]迈克尔·波特著,陈小悦译,竞争优势,北京:1997,华夏出版社
[20]尼古莱.J·福斯等编,李东红译,企业万能——面向企业能力理论,大连:1998,东北财经大学出版社
[21]斯蒂格利茨著,姚开健等译,经济学(上、下),北京:1997,中国人民大学出版社
[22]宋乱,工业优势、比较优势和竞争优势——中国加入世界贸易组织的收益与 代价,国际经济评论,,999(7-8):5-9
[23]王磊、刘洪涛、李垣,当代企业战略研究的理论基础综述,经济学动态,1999(2):64-67
[24]王毅、毛义华、陈劲、许庆瑞,新产品开发管理新范式:基于核心能力的平台方法,科研管理,1999(5):7-12
[25]王仁曾.中国大中型工业企业的科技活动与国际竞争力分析.兰州商学院学报,1999(3):11-15
[26]王迎军编著,战略杠杆,天津:1997,天津人民出版社
[27]王迎军、王永贵,动态环境下企业竞争优势的关键维度——基于资源观的企业柔性透视(上、下),外国经济与管理,2000(7):25/2000(8):23-25
[28]王永贵,企业实现突破性成长的途径,经济管理,1998(11):21-22
[29]王永贵,现代企业如何营造竞争优势,现代财经,1999(3):53-57
[30]王永贵、韩经纶,不同服务企业核心能力与绩效改进探析,南开经济研究,2000(2):28-32
[31]王凤彬著,企业管理组织变革的理论与实践,北京:1994,中国人民大学出版社
[32]杨仕辉,我国企业国际竞争力研究,经济与管理研究,2000(2):36-39
[33]张玉利,企业竞争力研究的层次结构与研究原则,科学管理研究,1996(1):20-24
[34]中国企业联合会课题组,中国企业竞争力的基本特征,企业管理,1999(12):42-43
[35]戴斌,管理咨询,北京:1997,中国经济出版社
[36]胡建绩,企业经营战略管理,上海:1994,复旦大学出版社
[37]刘冀生,企业经营战略,北京:1995,清华大学出版社
[38]黄明杰,现代企业管理创新,山西:1198,山西经济出版社
[39]谭希贤,管理学原理,北京:2001,中国人民出版社
[40]王方华,企业战略管理,上海:1997,上海财经大学出版社
[41]颜光华、刘正周,企业再造,长沙:1998,中南大学出版社
[42]Arnold C.Hax & Nicolas S.Majluf(1991)The Strategy Concept and process(4~(TH)ed.).New York:Pergamon Press.
[43]Gerry Johnson & Kevan Scholes(1993) Exploring Corporate Strategy(3~(TH)ed.).London:Prentice Hall,Inc.
[44]Richard G.Hamermesh(1986)Making Strategy Work(2~(rd) ed.).New York:John Wiley&Sons,Inc.
[45]Stephen George&Arnold Weimerskirch(1998) Total Quality Management strategies and Techniques at Tody's Most Successful Companies(6~(TH)ed.).New York:John Wiley&Sons,Inc.
[46]Strebel&Palu(1992) Breakpoints:How Managers Exploit Radical Business Change(2~(nd)ed.).Harvard Business School Press.
[47]William A.Sahlman(1997) How to Write a Great Business Plan(3~(rd)ed.).Harvard Business Review,November-December.
[48]GulatiR. Strategic Networks[J]. Strategic Management Journal, 2000, 21(2): 443-467
[49] Hakansson, Hakan. Corporate Technological Behavior: Cooperation and Networks. London: Rout ledge, 1989:3-59
[50] HenkW Volerda. Co-evolutionary Dynamics Within and Between Firms: From Evolution to Co-evolution [J]. Journal of Management Studies, 2003, 40(8):2111-2136
[51] Jensen Michael C, WilliamH Meckling. Theory of the Firm: Managerial Behavior, Agency Costs, and Owner ship Structure [J]. Journal of Financial Economics, 1976,17 (3): 35-60
[52] Jarillo J C. On Strategic Networks [J]. Strategic Management Journal, 1988,13(1): 31-41
[53]Michael Hannanand John Freeman. The Population Ecology of Organizations [J]. American Journal of Sociology, 1977,82:29-64
[54] NohriaN. Networks and Organizations: Structure, Form and Action [M]. Boston: Harvard Business School Press, 1992:7-48
[55]Suzana Rodrigues, John Child. Co-evolutioninan Institutionalized Environment [J]. Journal of Management Studies, 2003, 40(8):2137-2162
[56]Williamson O E. Transaction Cost Economics[M]. NewYork: R. Schmalensee and R.D.Willig, Editors, 1989:10-112