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精品资料网（）25万份精华管理资料，2万多集管理视频讲座精品资料网（）专业提供企管培训资料摘要多元化战略是企业发展到一定阶段而实施的一种重要发展战略，其基本特征是企业在权衡企业能力、企业风险、企业利润的基础上，寻求企业能力与市场机会的最优组合。企业通常在发展过程中，首先考虑实施“一体化”战略，待“一体化”发展到一定程度后而转向多元化发展。多元化战略的实施是需要一定条件的，要求对企业的市场环境、实施动因和内外部因素进行综合分析。弘业集团作为传统外贸公司，以往一直实施以外贸为主营业务的一体化发展。近年来其政策环境、国内外市场、竞争对手等市场环境因素均发生了很大变化，促使弘业集团进行重新市场定位，努力从原来的一体化发展转向多元化发展。弘业集团实施多元化发展的动因来自多方面，其中包括企业持续经营的需要、企业最高领导层的价值趋向、吸引融资的动力、企业自身能力和内部资源的充分利用、利润驱动、分散风险等。而市场经济的逐步完善、外贸行业的充分竞争、科技进步等使弘业具备了多元化所需要的外部环境；弘业多年努力所培养的自身核心能力、外贸主业的成熟发展、企业事业部制的组织结构、融资能力、企业品牌以及弘业企业家的创新和冒险精神也是弘业具备了多元化发展的内部因素。目前。弘业除外贸主业外，已涉足货运代理、工艺品生产销售、环艺设计、物业管理、信息产业、房地产、投资、期货经纪、汽车进口和销售等九个新领域，这些新领域的进入分别采用了投资设立、外部并购、联盟合作和债务重组等进入方式，其中弘业期货采用了外部并购的方式成立，绕过很多进入壁垒。对其他企业的多元化发展具有一定的借鉴意义。弘业根据多元化进程，先从与外贸主业关联度很高的货运代理业入手，逐步发展到关联度较强的工艺品生产销售和环艺设计两个领域，最后再涉足关联度最弱的物业管理、信息管理、房地产、投资、期货经纪等领域。从经营规模上看，弘业先成立规模较小的新领域公司，再逐步成立规模较大的公司。弘业在多元化进程中较少涉及生产领域。从多元化发展的现状分析，弘业通过多元化发展增加了新的利润增长点，有效分散了经营风险、更加充分的利用公司的资源和能力，并增强了员工的竞争意识，取得了一定成绩。但从整体上，由于缺乏经验，仍然存在不少不足，有待进一步改善。本文对弘业多元化中存在的不足进行了分析，并提出了改进的建议。关键词多元化战略核心能力关联度企业资源AbstractDiversificationisanimportantstrategyofdevelopment,whichisactualizedwhenanenterprisedevelopstoacertaindegree.It’sdistinguishedthattheenterpriselookforwardtotheoptimumcooperationbetweencapabilitiesandmarketopportunitiesbystudyingofitscapabilities,risksandprofits.Duringthedevelopment,anenterprisefirstchoosestoutilitytheintegrationstrategy,thenconvertsintodiversificationstrategywhentheintegrationdevelopstoacertaindegree.Diversificationstrategyrequiresseveralfactors.Beforeconductingit,theenterpriseshouldcomprehensivelystudythemarketenvironment,themotivationsandthereasons,theinternalandexternalfactorsandsoon.Asaforeigntradecompany,HollyCorporationeverinsistedtheintegrationstrategythatonlyfocusedontheforeigntrade.However,inrecentyears,thepoliticalenvironment,thenationalandinternationalmarket,theopponentsinforeigntradehavelargelychanged,whichimpulseHollytoadjustitsstatusinmarketandtrytoconverttheintegrationintodiversification.ThemotivationsandthereasonsthatHollydevelopsindiversificationcomefromsomefactors,whichincludetherequirementofitspersistentdevelopment,thevaluetrendofitsleader,theimpulsionoffinancing,sufficientutilitiesofitscapabilitiesandresources,itsprofitsandthescatterofrisks,etc.Withtheimprovementofmarketingeconomics,thecompetitionoftheforeigntradeandthetechnicaldevelopment,Hollyhasownedtheindispensableexternalenvironment.ItsupportsHollytodevelopthediversificationstrategy.Andinthepastfewyears,Hollyhasprogressedincorecompetence,organizationstructure,financialcapability,thebrand，theleader’sinnovationandriskspiritandotherparts,allofwhicharetheinternalfactors,andsupportHollytodevelopindiversification.Today,besidestheforeigntrade,Hollyhasenteredninenewfields.Theyincludetransportation,producingoftheartsandgrafts,environmentaldesign,managementofcommunity,IT,realty,investment,futuresbroke,importingofautomobiles.Thesecompaniesareestablishedindifferentways,suchasdirectinvestment,externalpurchase,cooperationanddebtrecombination.Amongthesenewcompanies,HollyFuturesBrokerCompanyisestablishedinexternalpurchase,whichhelpsitsuccessfullyexemptfromtheenteringcumbersandcanbeusedforreferencetoothercorporations.Inaccountingtothedegreeofthediversification,Hollyfirstenteredthetransportation,whichhasthehigherassociationdegreewiththeforeigntrade.Thenitdevelopedtheproducingofartsandgraftsandenvironmentaldesign.Thetwoofthemhavealsothehighassociationdegreeswiththeforeigntrade.LastlyHollyconsideredenteringthecommunitymanagement,IT,reality,investmentandfuturesbrokers,allofwhichhavethelowerassociationdegreewiththeforeigntrade.Analyzingthesizesofthesenewcompanies,Hollyfirstestablishedsmallercompaniesandthenestablishedthelargerones.Furthermore,Hollyisseldomconnectedwiththemanufacturing.ThroughtheanalyzingofthediversificationoftheHolly,wecanlearnHollyhasgainedseveraladvantages.Bymeansofdiversification,Hollyincreasesthenumberoftheprofitcenters,efficientlyscattersthemarketingrisk,makesmoreuseofitscapabilitiesandresources,andincreasesthepersonnel’scompetitiveconsciousness.However,overallHollyisscarceofexperienceindiversification,sothere’sstillsomeshortagesinthedevelopment,whichrequiresbefurthermended.Thethesisstatesandanalyzesthoseshortagesandgivestheseveralsuggestionsonimproving.Keywords:diversificationstrategy，corecompetence，associationdegree,enterpriseresource目录引言…………………………………………………………………………………1第一章弘业集团实施发展战略的历史与现状研究………………………………2第一节弘业集团发展历程……………………………………………………2第二节弘业集团外贸主业的市场环境分析…………………………………3第三节弘业的竞争优势和劣势………………………………………………8第四节弘业由一体化发展战略向多元化发展战略转变过程………………10第二章弘业实施多元化战略的动因及现实条件…………………………………13第一节弘业实施多元化战略的动因…………………………………………13第二节弘业多元化战略的外部条件分析……………………………………17第三节弘业实施多元化战略的内部条件……………………………………19第三章弘业多元化战略的实施情况分析…………………………………………24第一节弘业对新领域的进入…………………………………………………24第二节弘业实施多元化战略的行业选择特点………………………………28第三节弘业多元化发展的企业经营情况分析………………………………30第四章对弘业多元化经营战略的评价及建议……………………………………33第一节弘业实施多元化战略取得的成绩……………………………………33第二节弘业多元化战略的实施中存在的不足………………………………34第三节对弘业今后发展多元化战略的几点建议……………………………41结论………………………………………………………………………………46参考文献………………………………………………………………………………48后记………………