SG公司发展战略规划研究

上海交通大学硕士学位论文SG公司发展战略规划研究姓名：肖永昌申请学位级别：硕士专业：工商管理指导教师：邹礼瑞20090111SG10ITITSGSGSG2SGSG,SGSWOTSGSG,SGSGSGTHERESEARCHOFSGCOMPANYFORSTRATEGICPLANNINGABSTRACTWiththefastdevelopmentofChinaeconomy,capabilityofsoftwaremarketbecamemorebigger.Especiallyrecenttenyears,internationalITmanufacturertakenourmarketcontinually,ChinaITindustryfacesseriouschallenge.SGcompanyishi-techcorporationthatdevelopedprofessionalsoftwareandofferconsultation.Facinginvadedofhomeandabroadhorizontalcompetition,itisnecessaryforourcorporationtoresearchcompanydevelopmentsystemically,andtoestablishafeasiblecorporationdevelopstratagem.ThepurposeofthistextisofferreferenceforcompanystrategydecisionwithresearchingSGcompanydevelopstrategyplanning.RelatingthedevelopmentprocessofBI,withtheanalysisofcommercialvalueandapplicationsfieldandrelatedmanufacturers,itshowedthedevelopmentopportunityandfacedproblems.Anditanalyzedin-depthSGcompanybyusedtheanalysisofmacro-environmentfiveforcesmodels.Afterthat,itanalyzedSGcompanyinternalfactorsfromdevelopmentprocessandorganizationalstructure,andmasteredSGcompanydevelopmentsituationbytheanalysisofprofitmodesandoperationstatus,andmaderelatedquestionsofrestrictSGcompanydevelop.AppliedSWOTtool,itanalyzedSGcompanychancesandthreatsandadvantagesanddisadvantages,andmadethepossiblestrategicprogram.Aftercomparedkindsofstrategiesandcompanyinternalandexternalenvironmentscomprehensivelyandconsideredcompanyresources,authorselectedthebeststrategyfromoptionedstrategiesandmadeSGcompanydevelopmentstrategy,andgivenwaystoimplementofcompanystrategy.Finally,thetextgivenadvicesofSGcompanystrategyimplement.ThestrategythatSGcompanyshouldadoptisgrowthstrategy.SGcompanyshouldgraspsthebigchanceofBImarketandpromotionscompanyproductstofocusresourcesandexpandnewmarketactive.Accordingthestrategyapproachofstrategicalliancetocarryoutcompanystrategy,ontheonehandSGcompanybecomesstrategicalliancewhitclients,andontheotherhandbecomescooperationpartnerwithinternationalcompanies.Fallingintoplacespecificmeasures,CompanyneedsconceptionInnovationandthetalentpolicyimprovementandorganizationstructureadjustment.IthopesthatBIcompanyandtechnology-orientedsoftwarecompanycandrawlessonfromresearchofSGcompanydevelopmentstrategyproblem.KEYWORDSBIDWstrategyplanMBASG111.1(ERPEnterpriseResourcePlanning)(OAOFFICEAUTOMATION)(CMSContentManagementSystem)(CRMCustomerRelationshipManagement)(BusinessIntelligence)20072035%[1]:OracleHyperionSAPBusinessObjectsIBMCognosBOCognos,SGSG1997200120033ISO900120002006IBMSASSUNNCRHYPERIONORACLESGSGSGMBASG2SGSG,1.2SG199720002001,SG2002,2003ISO9001SG200SGSGSGSGSG50%30%,SGSGIT20%,SGSG10ITITSGSGMBASG31.31.3.1,21.3.2SGSGSGSG1MBASG41FIGURE1FrameOfDiscourseSGSGSGSGMBASG52SG2.1,2.1.1TPSEISMISDSS22Figure2BIDevelopmentFlowEISEISEISTPSETSDSSMISBIMBASG6MISEISMIS///2.1.2MBASG74(1)(2)(3)(4)2.1.31234MBASG85C2CB2C62.1.4(1)BOHyperionNCRIBMSASIT(2)19951019972000102002430%10030200“”(3)a.b.c.ERPMBASG92.22007()20200635%9;()115008[6]SAPIBMMBASG102.32.3.1ITIT.ITERPCRMSCM2.3.2(1)2004BrioBOBrio6[5]MBASG11(2)MISMRP/MRPISCMCRMEBP(3)2.43,45ITMBASG12MBASG133SGSGSG;SG3.1()2007()20200635%9;()115008[6]3.1.12007246619200611.4%20060.7[7]20,35%11GDPTable1GrowthrateofGDPandBIGDP()%()%200313.5823104.633.33200415.987810.16.5542.39200518.386810.410.1554.96200620.950710.71657.63200724.661911.421.635MBASG143.1.2[1],20075834.321.5%3.555.2739.4%1438853.0625.1%152.952.621.1%200714388200053.110020071002.75241657.5(200255.4)1001028(200217)52.54505(20021)20075834.31373.823%54.456.71416.224.3%54.31782.830.5%51067.718.3%52.93.1.3200720%30%[1]3;;5ERPCRMERPCRMMBASG153.1.42007152.837.5%511.263.2%523.110.1%52.9[8]3.1.5SAPOracleIBMBO200312CrystalDecisionsHyperion200220037BrioBrio2007228HyperionOracleCognos1969PowerplayImpmmptuReportNetSASSAS10098Analyzer2007ORACLE33HyperionSolutionsSAP68BusinessObjectsIBM50CognosMBASG16TeradataNCRHP20072007IBMOracleSAPMicrosoftSASInformaticaMicrostrategy36%6%[1]3.2SGSGSG:3.2.1(1),(2)MBASG17(3)(4)(5)(6)3.2.2:2007()20200635%9;()115008[1];MBASG183.2.3:SGSGSGSG3.2.4:SG12007OLAPBIOLAPBIOLAPBI45%OLAP80%20%BIBI40%ETLETLBI40%ETLBI9%ETLBI3%KPI3%[1]SASIBMOracleBO,NCR,SGSG(2)(3)SGMBASG19SG3.2.5:;3.3SG-58%30%GDPMBASG20SGSGMBASG214SGSGSGSGSGSWOTSGSG4.1SGSGSG4.1.1SG200520062007SG22SGTable2SGFinancialRatios2005200620071.78591.80161.75671.44341.43171.455448.728249.172751.280254.023.881.901.711.551.71.561.47(%)4.875.677.4822.9724.3425.19(%)7.508.149.82(%)15.2916.7820.79SG3SGMBASG22,SG4.1.23SGFigure3FrameOfOrganize3SGSGMBASG2320024.1.3SG2007514%10%21SGSGSGSG4.1.4SG,42007,other200720SG20001%,MBASG2442007Figure4ShareofBIMarket20074.1.524.1.64.1.7MBASG25SG4.1.8SGSG(1),SG80%(2)SG24.2,MBASG2630%200730%200650%4.2.14.2.2MBASG27MBASG284.2.3SG4.2.4SG4.32SG2000MBASG29SGSGMBASG305SGSGSGSGSG5.1SGSGSGSG,SG5.2SGSWOTSG:(1)2001IBMSASSUNNCRHYPERIONORACLEMBASG31(2)10,,(3)4OLAP(4)SG(1)SAPOracleIBM(2)ITSG(3)MBASG32(4)SGSG33SGTable3AnalysisonStrengthsandWeaknessesofSG10200510.1554.96%2007:;;;BIBIERPCRMERPCRMBIERPCRMBIMBASG33SGSG5-22SG4SGTable4AnalysisonOpportunitiesandThreatsofSG,SWOT5-3SGSWOTMBASG345SG