搜索
I摘要2001年11月12日，经过16年的艰苦谈判，中国终于正式加入世界贸易组织（WTO），这标志着我国以社会主义市场经济为目标模式的改革，全面进入到一个崭新的历史阶段。中国的经济建设全面融入全球化的进程，将对国内的各个行业和企业产生重大而深远的影响。刚刚改制转型的盐城日升纺织有限公司，经历了创业期、艰难运营期和改制转型期等三个历史阶段，在加入WTO的背景下，既存在着良好的发展机遇又面临一定的挑战。从外部环境看，中国GDP以7%以上速度增长，人口及居民收入稳定增加，人均纤维消费量增长，行业每年有5%～6%的发展空间；纺织品配额取消，关税下调，出口增加；政府在税收、用地方面的优惠政策；棉花购销体制与外贸体制的改革等。也面临若干威胁，西方发达国家贸易保护主义抬头；印、巴等国家纺织业的崛起；纺织新技术及信息技术的挑战；在位企业纷纷技改扩能，新加入者不断增加，竞争有加剧的趋势；质量、品种、体制等方面的威胁；客户议价能力趋强等。就内部环境而言，与主要竞争对手相比，组织机构健全，设施配套，成熟的生产系统；营销网络健全，稳定的客户群；十多年的从业经验，拥有一批管理、技术骨干及熟练工人；职能管理有一定基础；一定的原料供应渠道等。也存在一些弱项，股权结构不合理，法人治理结构不健全，内部激励不充分；少数员工观念滞后，绩效管理有待完善，核心的企业文化尚未形成；人力资源开发与管理不充分；规模小，装备落后，质量一般；成本高，用工多，品种单一，生产方式落后等。综合分析公司的内、外部环境，未来若干年，盐城日升纺织有限公司应走一体化的发展之路，同时采取低成本的竞争战略，在具体战术上，要调整股权结构，建立和健全规范的法人治理结构，完善内部的激励和约束机制；加强人力资源的开发与管理；加强生产管理，坚持持续技改和质量领先的策略；调整营销策略，变革营销体系。只有这样，才能不断强化公司竞争优势，夯实生存利基，提高核心竞争力，保证企业持续健康发展。论文导论部分阐述了毕业论文的研究意义、主要内容结构和研究方法。第一章介绍了盐城日升纺织有限公司的历史沿革。第二章分析了盐城日升纺织有限公司的外部环境。第三章对盐城日升纺织有限公司的内部环境进行剖解分析。第四章根据公司内、外部环境分析进行战略决策。第五章相关战术安排。在结束语部分对论文作了概要总结。关键词WTO盐城日升纺织有限公司发展战略IIAbstractOnNov.12,2oo1,ChinafinallyenterformallyWorldTradeOrganization(WTO)througharduousnegotiationsfor16years.Thismarkedthatthereformationthatourcountytooksocialistmarketeconomyasagoalmodecameintowhollyanewhistorystage.ThatChinaeconomicconstructionstartstomeltintotheprocessofthewholeglobe,influencesgreatlyonallChineseindustriesandenterprises.YanchengRishengTextileCo.Ltd.thathasbeenreformedinthesystemexperiencedthreehistorystages,i.e.,thebusiness-creatingperiod,thehard-runningperiodandthesystem-changingperiod.InthebackgroundofenteringWTO,therearemanybetterdevelopingchancesanddefinitechallenges.Fortheexternalenvironmentaroundthecompany,ChineseGDPincreasesbymorethan7%.Althoughtheproductionincreasessteadily,theaveragepersonincomeincreasesteadily,andthefiberconsumeamountperpersonincreasesalso.Hence,thetextileindustryhasanewdevelopingspaceabout5%-6%peryear.Theplannedmatchingamountsofalltextilesareeliminated.Thecustom-taxesareadjusteddown,sotheexportsofallthetextilesincrease.Thegovernmentsstipulatethepreferentialpoliciesontaxesandfarmland,andcarryoutthereformationonthesystemofthecotton-businessandthesystemofthecottonforeigntrade.Atthesametime,manypotentialdangersarefacedbythecompany,e.g.,thetradeprotectionisminthewesterndevelopedcountriesisupwards.AndthetextileindustriesinIndianandPakistanetc.developupwards.Thechallengesinnewtextiletechnologyandinformationtechnologyoccur.Anumberoftextileenterprisescarryouttheenlargementofproductioncapacitythroughtechnicalimprovement.Andnewtextilesenterprisesincrease.Thecompetitionbehavesathreateningtendency.Threateningonqualities,designsandsystemsetc.appears.Thecustom’sabilitiesondiscussingthepricesstrengthen.Fortheinternalenvironmentaroundthecompany,incomparisonwithprincipalcompetingpartners,YanchengRishengTextilesCo.Ltd.hasawholeorganizationandappropriatematchingequipmentandconstruction,theripeproductionsystem,thecompletedbusinessnet,asteadycustomgroup.Andthecompanyhasitsmanagementexperienceformorethantenyears,ownsagroupofthebackboneofthemanagingandtechnicalcontingentsandskilloperatingworkers.Ontheresponsibility-management,thecompanyhasaIIIgoodbase,andmanychannelsofmaterialsupplies.Butthecompanyhasseveralweakpoints.Forexample,theshare-rightstructureisnotsuitable,thelegalperson-managingstructureisnotcompleted.Theinternalstimulusisnotmadesufficiently,afewworkersarebackwardsontheview.Theresult-efficiencymanagementwillbecompleted.Thekernelculturehasnotyetformed.Thelaborforceresourcedevelopmentandmanagementarenotsufficient,thescaleoftheproductionissmall,theequipmentislittlebackwards,thequalityiscommon,andthecostishigh.Theworkerusinglevelperoutputofthecompanyisworse,thedesignissingle,andthemodeofproductionislittlebackwards.Summarizingtheexternalandinternalenvironmentaroundthecompany,IproposethatYanchengRishengTextileCo.Ltd.shouldruntheroadofunifyingdevelopmentwithinyearsinthefuture,andusethecompetingstrategyoflowercost.Onconcreteskills,thecompanyshouldadjusttheshare-rightstructure,establishthewholeregularlegalperson-managingstructure,andthecompletebetterinternalstimulusandrestrictionmechanism,andstrengthenthedevelopmentandmanagementoflabor-forceresource.Thecompanyshouldstrengthenproductivemanagement,andinsistoncontinuoustechnicalimprovementandthestrategyofquality-leader,andadjustthebusiness-strategy,reformthebusinesssystem.Onlyinsuchaway,thecompanycanstrengththecompetitiveadvancepotential,ramthebaseofthelife,raisethekernelcompetitiveforceinordertoguaranteethecontinuoushealthilydevelopmentoftheenterprise.Theintroductioninthethesisstatesthesignificanceoftheresearchonthesubject,andthemaincontentstructureofthethesisandthemethodsfortheresearch.Thechapter1describesthehistoryreformationaboutthecompany.Thechapter2analyzestheexternalenvironmentofthecompany.Thechapter3dissectstheinternalenvironmentofthecompany.Thechapter4makesthedecisionsofstrategiesaccordingtotheexternalandinternalenvironment.Thechapter5makesthecorrespondingskillarrangement.Theendofthethesismakesasummarization.KeyWordsWTOYanchengRishengTextilesCo.Ltd.theStra