山东蓬莱金创集团发展战略研究
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摘要
黄金天然就是货币,又具有保值、避险的功能,在国民经济中具有的重要地位。世界上绝大多数产金国家都对金银的生产、销售、流通进行过管制。建国以来,金银始终是中国控制的特种货币,国家对其进行严格的货币性管理。2001年以来,中国黄金管理体制市场化改革步伐明显加快,黄金市场化程度逐年提高,对于处于上游的黄金采掘企业,最直接的受益是市场需求量的提高。几年来,无论是国际还是国内,黄金市场需求量一直保持平稳态势,并且多种因素促使黄金价格一路飚升。价格攀升,成本稳定,黄金行业利润空间显著增大。近年来,我国黄金行业通过实施兼并、重组和资源整合,形成和崛起中国黄金集团公司、紫金矿业集团股份有限公司、山东黄金集团有限公司、山东招金股份有限公司等大集团,成为我国黄金行业的主导力量。据统计,2005年大型企业产金达到75.8吨,实现利润26.6亿元,占黄金矿山产量和效益的39%和66%。面对世界、国内经济形势的深刻变化,黄金企业经营策略的变化,对于未来的发展道路必须重新做出抉择。
山东蓬莱金创集团是一家以黄金采掘为主业,集金、工、贸、科研为一体的国家大型企业,以黄金冶炼、精炼、及地表工业构成了集团的主体发展框架,又涉足十几个非相关业务领域多元化经营的企业集团。经多年的发展,许多非相关的多元化业务的屡屡受挫,以及金矿业务的资源枯竭,金创集团的经营性现金流下降,资金开始紧张,负债水平快速上升,企业发展陷入困境。再加上黄金行业面临新形势,呈现出越来越激烈的竞争态势。如何制定金创集团下一步的企业发展战略,实现企业资源的最优化配置,增强企业的竞争力,是集团当前所面对的一项刻不容缓的任务。无论从金创集团所面临的竞争坏境还是从企业自身发展需要来看,都需要制定一个适合其发展的良好发展战略。
本论文以金创集团为研究对象,运用企业战略管理理论研究国内外黄金企业发展趋势和特点及金创集团今后的发展方向,分析集团所面临的内部和外部环境,从而解析出其面临的机会与威胁,优势与劣势。并在此基础上制定出总体发展战略,包括战略目标、战略阶段的划分、实施的保证条件等,最后提出了一些提升集团竞争能力的建议。
本文主要采用实证分析与规范分析的研究方法,将首先对企业进行内部调研,深入了解金创集团的业务结构、业务运作模式、组织结构、管理控制体系以及人力资源状况,掌握金创集团目前的资源能力现状。第二,在研究国家与地区相关政策、市场情况的基础上确定企业的业务发展方向与业务发展策略,以之指导企业具体业务的运作与市场拓展。第三,根据企业的业务发展策略以及企业的具体情况,分析研究企业的管理营运模式,为金创集团做出发展战略规划。
Gold natural is currency,have the function of it's position is very important in national economy .The majority of the producing gold country is control of the gold production saler circulation .Gold and silver is special currency all the time since the founding of the People's republic and be stuict with it. Since 2001 years, the gold management system's reformation is appararently speed up, the gold market degree is raising year by year. To the digging enterprise,the most directly benefit is the raising of the market requirement. Over the past few years,No matter what domestic or international,the gold market requirement keep steady situation all along,and many factor cause the price ascent. The ascending price and the steady cost make the gold profit significantly augment. Of late years, in the course of annexation reorganization and integrate the gold resources, China Gold Group enterprises Zijin Mining Industry Co.ltd Shangdong Gold Group Ltd Shandong Zhaojin Co.ltd and etc springs up rapidly and have become dominant in gold trades. According to statistic,the gold product of the large-scale enterprises reached 75.8 ton,netting 2.66 billion yuan,accounting for 39 percent of gold product and 66 percent of benefit. Face to the deeping variation of the world and domestic economic state of affairs and the changing of the gold enterprise on business strategy,the enterprise to the future development will take on various forms.
Shandong Penglai Jinchuang Group is a record to the main gold mining industry, gold engineering trade scientific research as one of the country large-scale enterprises. Gold smelting、refining、and surface composition of industrial development in the framework of the main group, and ten involved in some non-related diversified business groups. After years of development, the diversification of many non-related business often frustrated, as well as the depletion of gold resources, the record group operating cash flow decline in funding nervous start, a rapid increase in debt levels, enterprise development in a difficult position. In addition, the new situation facing the gold industry, showing a trend of more and more intense competition. How to create groups of drawing up a business development strategy for the next step, companies realize the most optimal allocation of resources, enhance the competitiveness of the Group are now facing an urgent task. Whether a group from the competitive environment faced by enterprises or self-development needs, are required to develop a good fit its business strategy development.
This thesis main study the JinChuang Group, Strategic Enterprise Management application of theoretical studies of gold at home and abroad trends and characteristics of enterprise development and the development of a future direction of the Group. Analysis of the Group are facing internal and external environment, in order to resolve its face opportunities and threats, strengths and weaknesses. And on this basis to develop the overall development strategies, including strategic objectives, strategic phase into the implementation of the guarantee conditions, and finally to enhance the Group made a number of competitive proposals.
In this paper, using empirical analysis and normative analysis of the research methods, Will be the first to conduct an internal investigation of the enterprises, in-depth understanding of payments structure of a group of business, business model, organizational structure, management control systems as well as human resources, a group master payment capacity of the current status of resources. Second, research at National and regional policies on the basis of market conditions to determine the direction of business development and business development strategy to guide the enterprises of the operation of the specific business and market expansion. Thirdly, according to a company's business development strategy and the specific situation of enterprises, analysis of the management mode of operation for the payment to make a strategic planning for JinChuang Group.
山东蓬莱金创集团是一家以黄金采掘为主业,集金、工、贸、科研为一体的国家大型企业,以黄金冶炼、精炼、及地表工业构成了集团的主体发展框架,又涉足十几个非相关业务领域多元化经营的企业集团。经多年的发展,许多非相关的多元化业务的屡屡受挫,以及金矿业务的资源枯竭,金创集团的经营性现金流下降,资金开始紧张,负债水平快速上升,企业发展陷入困境。再加上黄金行业面临新形势,呈现出越来越激烈的竞争态势。如何制定金创集团下一步的企业发展战略,实现企业资源的最优化配置,增强企业的竞争力,是集团当前所面对的一项刻不容缓的任务。无论从金创集团所面临的竞争坏境还是从企业自身发展需要来看,都需要制定一个适合其发展的良好发展战略。
本论文以金创集团为研究对象,运用企业战略管理理论研究国内外黄金企业发展趋势和特点及金创集团今后的发展方向,分析集团所面临的内部和外部环境,从而解析出其面临的机会与威胁,优势与劣势。并在此基础上制定出总体发展战略,包括战略目标、战略阶段的划分、实施的保证条件等,最后提出了一些提升集团竞争能力的建议。
本文主要采用实证分析与规范分析的研究方法,将首先对企业进行内部调研,深入了解金创集团的业务结构、业务运作模式、组织结构、管理控制体系以及人力资源状况,掌握金创集团目前的资源能力现状。第二,在研究国家与地区相关政策、市场情况的基础上确定企业的业务发展方向与业务发展策略,以之指导企业具体业务的运作与市场拓展。第三,根据企业的业务发展策略以及企业的具体情况,分析研究企业的管理营运模式,为金创集团做出发展战略规划。
Gold natural is currency,have the function of it's position is very important in national economy .The majority of the producing gold country is control of the gold production saler circulation .Gold and silver is special currency all the time since the founding of the People's republic and be stuict with it. Since 2001 years, the gold management system's reformation is appararently speed up, the gold market degree is raising year by year. To the digging enterprise,the most directly benefit is the raising of the market requirement. Over the past few years,No matter what domestic or international,the gold market requirement keep steady situation all along,and many factor cause the price ascent. The ascending price and the steady cost make the gold profit significantly augment. Of late years, in the course of annexation reorganization and integrate the gold resources, China Gold Group enterprises Zijin Mining Industry Co.ltd Shangdong Gold Group Ltd Shandong Zhaojin Co.ltd and etc springs up rapidly and have become dominant in gold trades. According to statistic,the gold product of the large-scale enterprises reached 75.8 ton,netting 2.66 billion yuan,accounting for 39 percent of gold product and 66 percent of benefit. Face to the deeping variation of the world and domestic economic state of affairs and the changing of the gold enterprise on business strategy,the enterprise to the future development will take on various forms.
Shandong Penglai Jinchuang Group is a record to the main gold mining industry, gold engineering trade scientific research as one of the country large-scale enterprises. Gold smelting、refining、and surface composition of industrial development in the framework of the main group, and ten involved in some non-related diversified business groups. After years of development, the diversification of many non-related business often frustrated, as well as the depletion of gold resources, the record group operating cash flow decline in funding nervous start, a rapid increase in debt levels, enterprise development in a difficult position. In addition, the new situation facing the gold industry, showing a trend of more and more intense competition. How to create groups of drawing up a business development strategy for the next step, companies realize the most optimal allocation of resources, enhance the competitiveness of the Group are now facing an urgent task. Whether a group from the competitive environment faced by enterprises or self-development needs, are required to develop a good fit its business strategy development.
This thesis main study the JinChuang Group, Strategic Enterprise Management application of theoretical studies of gold at home and abroad trends and characteristics of enterprise development and the development of a future direction of the Group. Analysis of the Group are facing internal and external environment, in order to resolve its face opportunities and threats, strengths and weaknesses. And on this basis to develop the overall development strategies, including strategic objectives, strategic phase into the implementation of the guarantee conditions, and finally to enhance the Group made a number of competitive proposals.
In this paper, using empirical analysis and normative analysis of the research methods, Will be the first to conduct an internal investigation of the enterprises, in-depth understanding of payments structure of a group of business, business model, organizational structure, management control systems as well as human resources, a group master payment capacity of the current status of resources. Second, research at National and regional policies on the basis of market conditions to determine the direction of business development and business development strategy to guide the enterprises of the operation of the specific business and market expansion. Thirdly, according to a company's business development strategy and the specific situation of enterprises, analysis of the management mode of operation for the payment to make a strategic planning for JinChuang Group.
引文
(1) 邹昭唏著.企业战略分析.第二版.北京:经济管理出版社
(2) 黄津孚著.现代企业管理原理.北京:首都经贸大学出版社
(3) 刘英骥:《企业战略管理教程》,经济管理出版社,2006年
(4) 中国黄金集团黄金矿业开发战略研究 史瑞庭
(5) 黄津孚著.现代企业管理原理.北京:首都经贸大学出版社,2002年5月.
(6) 迈克尔.波特.《竞争战略》[M].陈小悦译.北京:华夏出版社,1997.
(7) 周三多著.战略管理思想史.上海:复旦大学出版社,2002年.
(8) 邹统钎著.行业选择战略.上海:复旦大学出版社,2002年.
(9) 蒋学伟著.持久竞争优势.上海:复旦大学出版社,2002年.
(10) 李敬著.多元化战略.上海:复旦大学出版社,2002年.
(11) 祁顺生著.归核化战略.上海:复旦大学出版社,2002年
(12) 周建著.战略联盟与企业竞争力上海:复旦大学出版社,2002年.
(13) 钱德勒著.战略与结构.云南人民出版社,2002年5月.
(14) 周三多著.战略管理新思维.南京:南京大学出版社,2002年版.
(15) 孙希有著.竞争战略分析方法.中国金融出版社,2003年1月.
(16) 国家统计局网站http://www.stats.gov.cn/
(17) 刘艳梅,企业竞争战略管理理论三大主流学派的回顾与思考,哈尔滨工业大学学报 2002
(18) 倪义芳、吴晓波,论企业战略管理思想的演变[J]经济管理,2001.10
(19) 武亚军.90年代企业战略管理理论的发展与研究趋势.南开管理评论
(1) 迈克尔.波特.《竞争战略》[M].陈小悦译.北京:华夏出版社,1997.
(2) Tomson,S.Strategic Management.段胜华等译.北京:北京大学出版社.2002
(3) Alex Miller.Strategic Management.何瑛等译.北京:经济管理出版社,2004
(4) Neil Hood and Stephen Young,The Economics of Multinational Enterprise.1997
(5) Thomas Gavavan,Gerar Fitzgerald.Business Analysis.London,1993
(6) Eliza G..C.Collins,Mary Anne Devanna.The New Portable MBA,1994
(7) PeterMcKierman.Historical Evolution of Strategic Management.Dartmouth Publishing Company.1996
(8) Neil Hood and Stephen Young,The Economics of Multinational Enterprise.1997
(9) Thomas Gavavan,Gerar Fitzgerald.Business Analysis.London,1993
(10)(美)汤姆·彼得斯、南希.奥斯汀:《赢得优势》,企业管理出版社1986.
(11) 迈克尔.波特.《竞争战略》[M].陈小悦译.北京:华夏出版社,1997.
(12) Jean Tirole.The Theory of Industrial Organization.张维迎等译.北京:中国人民大学出版社,1997
(13) Tomson,S.Strategic Management.段胜华等译.北京:北京大学出版社.2002
(14) 托马斯·加拉文等著.企业分析.马春光等译.上海:生活·读书·新知三联书店,1997
(15) David Fred.Strategic Management.北京:清华大学出版社.引进版,2003.
(16) 明茨伯格.战略历程:纵览战略管理学派.[M].北京:机械工业出版社,2001
(17) 徐二明、王智慧.企业战略管理理论的发展与流派.出自:中华会计网校载 paper..studa.com
(18) 约翰逊.斯科尔斯.公司战略教程[M].北京:华夏出版社,1997
(19) Markoezy,Livia.Consensus formation during strategic change[J].Strategic management Jouma.2001,(22):1013-1031;
(20) C.K.Prahalad &Gray Hamel.the Core Competence of the Corporation.Havard Business Review,1990.(66):82.
(21) Gerry·Johnson、Keva·scholes著,《公司战略教程》.金占明,贾秀梅译,北京:华夏出版社,1998.
(2) 黄津孚著.现代企业管理原理.北京:首都经贸大学出版社
(3) 刘英骥:《企业战略管理教程》,经济管理出版社,2006年
(4) 中国黄金集团黄金矿业开发战略研究 史瑞庭
(5) 黄津孚著.现代企业管理原理.北京:首都经贸大学出版社,2002年5月.
(6) 迈克尔.波特.《竞争战略》[M].陈小悦译.北京:华夏出版社,1997.
(7) 周三多著.战略管理思想史.上海:复旦大学出版社,2002年.
(8) 邹统钎著.行业选择战略.上海:复旦大学出版社,2002年.
(9) 蒋学伟著.持久竞争优势.上海:复旦大学出版社,2002年.
(10) 李敬著.多元化战略.上海:复旦大学出版社,2002年.
(11) 祁顺生著.归核化战略.上海:复旦大学出版社,2002年
(12) 周建著.战略联盟与企业竞争力上海:复旦大学出版社,2002年.
(13) 钱德勒著.战略与结构.云南人民出版社,2002年5月.
(14) 周三多著.战略管理新思维.南京:南京大学出版社,2002年版.
(15) 孙希有著.竞争战略分析方法.中国金融出版社,2003年1月.
(16) 国家统计局网站http://www.stats.gov.cn/
(17) 刘艳梅,企业竞争战略管理理论三大主流学派的回顾与思考,哈尔滨工业大学学报 2002
(18) 倪义芳、吴晓波,论企业战略管理思想的演变[J]经济管理,2001.10
(19) 武亚军.90年代企业战略管理理论的发展与研究趋势.南开管理评论
(1) 迈克尔.波特.《竞争战略》[M].陈小悦译.北京:华夏出版社,1997.
(2) Tomson,S.Strategic Management.段胜华等译.北京:北京大学出版社.2002
(3) Alex Miller.Strategic Management.何瑛等译.北京:经济管理出版社,2004
(4) Neil Hood and Stephen Young,The Economics of Multinational Enterprise.1997
(5) Thomas Gavavan,Gerar Fitzgerald.Business Analysis.London,1993
(6) Eliza G..C.Collins,Mary Anne Devanna.The New Portable MBA,1994
(7) PeterMcKierman.Historical Evolution of Strategic Management.Dartmouth Publishing Company.1996
(8) Neil Hood and Stephen Young,The Economics of Multinational Enterprise.1997
(9) Thomas Gavavan,Gerar Fitzgerald.Business Analysis.London,1993
(10)(美)汤姆·彼得斯、南希.奥斯汀:《赢得优势》,企业管理出版社1986.
(11) 迈克尔.波特.《竞争战略》[M].陈小悦译.北京:华夏出版社,1997.
(12) Jean Tirole.The Theory of Industrial Organization.张维迎等译.北京:中国人民大学出版社,1997
(13) Tomson,S.Strategic Management.段胜华等译.北京:北京大学出版社.2002
(14) 托马斯·加拉文等著.企业分析.马春光等译.上海:生活·读书·新知三联书店,1997
(15) David Fred.Strategic Management.北京:清华大学出版社.引进版,2003.
(16) 明茨伯格.战略历程:纵览战略管理学派.[M].北京:机械工业出版社,2001
(17) 徐二明、王智慧.企业战略管理理论的发展与流派.出自:中华会计网校载 paper..studa.com
(18) 约翰逊.斯科尔斯.公司战略教程[M].北京:华夏出版社,1997
(19) Markoezy,Livia.Consensus formation during strategic change[J].Strategic management Jouma.2001,(22):1013-1031;
(20) C.K.Prahalad &Gray Hamel.the Core Competence of the Corporation.Havard Business Review,1990.(66):82.
(21) Gerry·Johnson、Keva·scholes著,《公司战略教程》.金占明,贾秀梅译,北京:华夏出版社,1998.