A公司发展战略探讨(1)

上海交通大学硕士学位论文A公司发展战略探讨姓名：朱智文申请学位级别：硕士专业：工商管理指导教师：周祖城20050509AAAAA2005AA123AAAAAAAAAEXPLORINGONTHEDEVELOPMENTSTRATEGIESOFCOMPANYAABSTRACTTakingthedevelopmentstrategiesofthetypicalsmall-sizemediatemanagementtrainingcompanyAastheobjectofmystudy,theauthormadeintheessaysomesuggestionsonthethreeaspectsofthedifficultiesinitsstrategydecisions,throughacomprehensiveanalysisonthecompany’sbusinessfocus,internalcompetency,outsideenvironment,industrystructure,competitivenessandcorporatevaluechain,andsoforth.Firstofall,heintroducedtherelevantbackgroundofCo.A.Co.Awaspreviouslycalled(wasconvertedfrom)PudongBranchofShanghaiDirectorsandManagersresourcescompanywhichisdirectlyattached(belongto)thePersonnelDepartmentofShanghaiCity.Itachievedalotafterthreeyearsdevelopment.Butitalsoencounteredsomedifficulties(problems).Especiallytheextremelychallengingstrategicgoalssetduringtheboardmeetinginearly2005,seemunachievableaccordingtothecurrentstatusofCo.A.Thus,thestrategiesofthecompanyneedtobereconsidered.Co.Aencountersthefollowingthreedifficultiesduringthe(strategydecisionmaking)process:1.continuethestrategyofdiversifiedbusinessorfocusonthecorebusinessdevelopment.2.whichbasicstrategytobeappliedforthecompetition?3.Howtoobtainandkeepthecomparativeadvantageinthecompetition?Secondly,theauthoridentifiedCo.A’sbusinessfocus(direction),internalcompetency(power),outsideenvironment,solvedthefirstproblem.TheauthorsuggestedCo.Atoquitfromheadhunterandconsultingbusinessgradually,andfocusonthedevelopmentintrainingfield,consideringthepersonalvisionandmissionwhichthechiefexecutive-thegeneralmanagerofthecompanytends(isalwayswilling)toshare,thegreatmarketpotentialityofthetrainingindustryandtheprofessionalismofthecompanystaffsincorporatetraining.Tobespecializedandstrong,ratherthantobetoomuchavailableanddestroythemarket!Thirdly,theauthorfurtheredthein-depthanalysisonthestructureoftheindustryinwhichCo.Aisanditscompetitiveness,onthebaseoftheabovestudy,deniedthepossibilityofemployingthestrategyoflowcostandsole(simple)differentiation.Hemadethesuggestionofapplyingthestrategyofdifferentiatedaccumulatedexpansion.Thefocusoftheaccumulationwillbetargetingontheserviceprovisiononthegeneralmanagementskillsdevelopmenttrainingforthemiddle-levelmanagersofthematureclientswhounderstandthetrainingimportance.Thisalsocomplieswiththeappealofbuildingahighlyqualifiedprofessionalexecutivesteam,whichismadeintheGovernment’sOutlinesoftheFifteenthPersonnelDevelopmentPlan.Finally,theauthorstudiedin-depththecorporatevaluechainofCo.A,andprescribedatargeted(focused)solutionontothethirdproblem.Thecompany’sbusiness(operation)processcanbesimplifiedas:identifytheneeds,designtheprogram,implementationandresultevaluation.Thereareseveralconcreteactivitiesineachprocess.Thosethatmosteffectthecompetitionadvantageinclude:clientsdevelopment,identifythetrainingneeds,theassessmentandselectionofthetrainers,thetrainingprogramdesign,pricenegotiationandthecontractsigning,implementationoftheprogram,theprogramresultevaluationandafter–sale–serviceetc..Onthebaseofthisstudy,theauthorconcludedthatthereisnodevelopmentpotential(future)ifthetrainingcompanyissurvivingasamediateagent.Itmusthaveevolution(innovation)onitsvaluechain,createthedifferentiatedvalue,developthecapabilityofcompetitiontoobtain(gain)theadvantages.Thiscannotbecopiedanditisbuiltinthecorporateitself.TheauthorsummarizedoneuniqueresourceofCo.A,whichistheGov.backgroundanditscorecompetency-theprofessionalismintrainingsystemoperationmanagement.Onthebaseofthisuniqueresourceandthecorecompetency,theauthorproposedsixdifferentiatedmeasureshelpingCo.Aestablishitscompetitionadvantages.Theyare:innovationontheconceptoftraining,innovationonR&D,promotiononbranding,innovationontrainerscooperation,importingbrandprograms,innovationonHRMetc.KEYWORDS:strategicpositioning,structureoftheindustry,competitivestrategy,valuechain,competitiveadvantageA200559200559200559MBAA1A19958“”()•38%•18%•10%•16%•5%•13%WTO2001MBAA21020011020029A20029A2003200250260200432020028200416FIGURE1-1TendofAnnualRevenue’sincreasingofCompanyAfrom2002to20041-1A20032004MBAA4AAAAMBAA551jobA2004AAAAA51AA20042003MBAA6200320042003150603020200428025105FIGURE2-1ContrastofAnnualRevenueofeveryBusinessbetween2003and200412004200387%A2MBAA787%200428020071800AA120GDP9%GDP3.6%6%2004GDP1365151%1300270200030170020002003203-4501%20MBAA8320034VCDE-LEARNING12003200253%27.5%25.5%41.2%5.5%29.6%25.9%18.5%A500B350-499C230-349D229A8.3%B10.4%C39.6%D41.7%AB78%22%MBAA9A19.4%B16.7%C45.1%D18.8%53%63.7%41.2%32.4%5.9%3.9%RMB265.2A617.52.3B4261.6C286.8D125.93691.423422816374.5%20022001200220A302653%1-317.6%A4/105100%87.2%48.9%46.8%38.3%29.8%21.3%MBAA1055%27.3%E-LEANING3.6%E-LEARNING68.5%13.4%7.1%2MBAA11396%1GDP3.6%6%2004GDP1365157%182%360019961.7%MBAA12200078%2ISO20001ISO10015ISO1001531234MBAA131240A3E-MAILMSNQQA4AAAAAAA5MBAA14AAAAAAAA6A78A10AAMBAA159AAA10AAAAA11A12AMBAA1613A1414AAMBAA185A123MBAA19451.MBAA20IT2MBAA21122002200143.6%A2004200387%3GDPGDP456MBAA22123MBAA234567MBAA2412345MBAA25671E-LEARNING231010010004MBAA261AA70-80%AAA2AMB