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湖南大学硕士学位论文湖南南岭民用爆破器材股份有限公司发展战略研究姓名：陈晖申请学位级别：硕士专业：@指导教师：马超群20070524IISWOT—SWOTSWOTSWOTIIIAbstractSWOTanalysisisakindofscientificdecisiveapproachwhichismainlytodealwithenvironmentalinformationandthencarryonadecision,makingdecisionsscientificalandreasonable,whiletheenvironmentalinformationisobtainedfrominside-or-outsideenterprises.Environmentistheroomforenterprises’existenceanddevelopment,andalsoisthemainconstraintfactorsforenterprises’strategicmanagementaction.Therefore,inthispapertheleadingenterprise-HunanNanlingIndustryExplosiveMaterialCo.LTDisusedastheresearchingtargetbytheauthor.ThekeytaskistocarryoutaSWOTanalysisforthecompany,uponwhichtocombinewithenterprises’corecompetencetheory,theauthoranalyzesNanling’sinternaladvantageofcorecompetencespecificly.Byadoptingtheinteractionalanddeep-goinganalysismethod,wethenputforwardthecultivationandpromotionproblemofNanling’scorecompetence,furthermorewepushittothedegreeofstrategy.TherangeofourstudyondevelopmentstrategyaboutHunanNanlingIndustryExplosiveMaterialCo.LTDisverycomprehensiveandcomplicated,butinthisarticlethreemaindevelopmentstrategiesofNanling’sarestudieddefinitely,theyarecapitaloperationstrategies,strategiesofleadinscienceandtechnologyandenterpriseculturestrategies.WhiletheNanling’sstrategicformulationandimplementationisstronglyrelatedtoitscorecompetence’scultivationanddesign,analyingthemasawholeisalsoacharacteristicofthispaper.Wecarryoutourresearchalongwiththefollowingfourmainaspects:firstly,carryonaSWOTanalysisforNanling.AfterintroducingNanling’sgeneralsituation,wesystematicallyelaboratetheenvironmentaladvantagesanddisadvantagesthatNanlingfaced,andthenwealsodiscussourcompanyabouthowtoplayitsstrongpointsandavoidingitsshortcomings.Secondly,analyzeNanling’scorecompetence.Startingfromthegeneraltheoryofenterprises’corecompetence,webrieflyanalyzetheexistingconditionsofnanling’scompetence,uponwhichwealsoputforwardthatnanlingshouldcultivateandpromoteitsownparticularcorecompetencethroughtheintegrationofenterprises’corevalue(mainlyimpliesenterpriseculture),theIVmanagementmodeofenterpriseorganization,enterprises’corecompetenceelements,ect.ThethirdisaboutNanling’sdevelopmentstrategyproblems,whicharedeeplystudiedfromitsstrategicposition,strategicguidethought,strategicobjective,strategicconstructionandstrategicenforcement.Inthefourthpart,weresearchonthetacticproblemsexistingintheenforcementofNanling’sdevelopmentstrategy.Theendisaboutconcludingremarks.Keywords:ExplosiveMaterialCorporation;SWOTAnalysis;CoreCompetence;EnterpriseStrategyVIII3.1.......................................................27I20075231______2“√”20075232007523-1-11.11.1.1()“”“”“”[1][2][3][4]12“”2100160543-2-15023030%60%50%62%4“”l0(WTO)1998-3-1.1.22001129――4375.561.11.21.32.1%15,269.454,215.5696.342()100.0080.001.83350.0040.000.91430.0024.000.55520.0016.000.376-5,469.454,375.56100─2.220051220041220031220021296,681,098.9662,635,938.9650,671,594.5153,031,304.1382,950,058.4682,043,256.4970,092,142.6965,414,115.86184,470,740.46143,853,778.48120,965,820.20118,949,231.7477,672,027.2947,992,283.6041,028,428.9757,226,786.1777,672,027.2956,992,283.6050,028,428.9757,226,786.17106,778,378.9287,598,494.8870,937,391.2361,722,445.57-4-2.32005200420032002191,634,516.98153,350,476.79112,504,100.20100,430,205.9662,992,718.7052,620,733.8141,832,943.9037,311,389.1530,247,953.9225,070,005.8220,035,763.2417,872,298.2119,916,884.0416,661,103.6513,315,614.8411,099,744,66“”“”“”1.52003200412000918920051.91107.85%20001.6820051.849.52%20022003200435.5%39.62%42.29%20032004200524942896410343755012582200530242000(189)1500%74.11%29842000(1249)138.91%19.03%84172000(3714)127.14%17.83%1.062000(7498)41.37%7.17%3200514000200067.4%10.8%420012005-5-56“”“”7“”“”1.21.2.1―-6-1.2.2“”1966“”1998()()1.31.3.1“”[6]“”-7-“”[7][8][9]1234567209020502060“”——70702080-8-2090—[2]/1H.I.AnsoffEnvironment-Strategy-OrganizationESO2(K.R.Andrews)-9-3M.E.Porter5001.3.22090[7][10]1994[11]199999-10-[12]2001[13]20052006,200120051.3.31980·R.P.Rumelt1982-11-·[14]1990PalahaladHamel[15]SCP·1980PalahaladHamel,AmysnyderWilliam.H.Ebeling,YvesDoz,,:“”,“”“”,“”,,,[16](),,[17]-12-“NANLING”1.4SWOT-13-2SWOTSWOT[18][19]SWOT2.1[20]2.1.1“”“”2.1.1.1“”CPI[18]-14-“”“”5465100“”2.1.1.219531984()()()-15-199819991126“2”1234-16-“”2.1.21“”1911020022003200420052-17-WTOORICA·DYNANOBELAUSTINLUBRIZOL40320004()()2.1.3“”WTO2003“”-18-2006“”2006()“”“”20062006“”-19-2.22.2.12.2.1.1“”2.2.1.2[24]2.2.2-20-ORICA·DYNANOBELAUSTINLUBRIZOL2.2.312-21-20041996200520055175%10%2.2.42.2.4.1400[25]404170040002054630250200418993931506201.1214.599.9625.11.1861731.564.36[26]2.2.4.2“”1697320-22-2.420022003200412271435.5%2576039.62%3529942.29%2169877814.3%901113.86%1121914.6%37320650710.84%54008.31%64617.74%4601010.02%645410.07%878311.26%“”200420012.5200120042001200472.62115.9143.291,75029491199277447415393-22“”-23-2.32.3.112004336643020000142005391292-62.620051841752191525319172443921945302466494452005-24-2200442.29,341565200419.8%5.95%6ISO9002ISO9001:2000“NANLING”4“”7-25-2.3.28312-26-33.13.1.1[27]IBMIBMPCIBMIBMPC-27-3