pcg公司战略研究

学位论文：PCG公司战略研究PCG公司战略研究摘要经过改革开放20多年来的高速发展，中国钢铁产业已经全面告别短缺，从卖方市场转变为买方市场，钢铁产业进入了加速结构调整、提高竞争力为主的新阶段，钢铁企业面临更加激烈的竞争。尤其是加入WTO以来，中国钢铁市场正逐步成为世界钢铁市场的一部分，由于中国钢铁产业在品种、质量、成本、服务和效率方面与世界先进水平仍存在相当差距，因此处于产业中的企业面临着更为巨大的竞争压力。而中国经济快速发展，政府实施扩大内需的政策，加快工业化、城市化和新农村建设进程以及西部大开发战略，也给中国钢铁产业带来了前所未有的发展机遇。在21世纪新的竞争环境下，中国钢铁企业如何有效研究、应对外界环境变动，考虑自身的发展方向和发展战略，以迎接机遇、应对挑战，就成了摆在每一个企业面前的严峻课题。本文试图通过对产业结构理论、资源能力理论等战略管理基本理论的运用，以个案分析的方式，采用定性分析与定量分析相结合的方法，在对研究对象PCG公司进行战略分析的基础上，就企业应如何应对新的变化，确立新的发展战略，提出自己的意见，以供企业参考。本文采用实证研究的方法，坚持理论与实践相结合的原则，将所学的战略管理知识运用到具体的企业案例，对PCG公司的发展战略作了较详尽的分析和探讨。本文共分为五章，第一章为前言部分，介绍研究对象的基本情况、研究背景、研究目的、研究方法及论文框架；第二章介绍战略管理理论，概述研究理论基础；第三章分析企业的外部战略环境；第四章分析企业的内部资源与能力；第五章进行企业战略选择分析；第六章提出企业战略选择结论，并探讨了战略实施相关问题。经过对企业进行战略分析，本文认为PCG公司的战略应当是：对外积极寻求政府支持，利用相关优惠政策，确保搬迁改造工程的顺利完成和解决好发展资金筹措事宜；集团内依托母公司攀钢（集团）公司资源、资金、技术优势，采用合资/战略联盟方式，进一步改进产品结构，提高技术装备水平；对内一方面进一步深化改革，建立现代企业制度以及适应市场经济的企业运行机制，加强管理、提高效率，重点对职工医院、川冶厂、汽运公司等后勤辅助单位实施紧缩战略，剥离辅后以精干主体；另一方面在产品竞争战略上对普通钢材产品实施稳定型发展战略，以成本领先为基础，进行市场渗透和市场开发，提高市场占有率；对高钢级钢材产品实施扩张型发展战略，以产品差异化为基础，利用内部资源和能力进行内部创业，开发新产品，进一步提高市场竞争力。关键词：PCG公司钢铁产业产业结构资源能力战略ResearchOfStrategicSelectionForThePCGCompanyAbstractExperiencingthehigh-speeddevelopmentsincethereformandopeninguppolicymorethan20yearsago,Chinahasgotridofthesteelshortage,shiftingfromabuyer'smarkettoaseller'smarket.Thesteelindustryhassteppedintothenewstageofacceleratingstructuralreadjustmentandimprovingthecompetitivepower.Thesteelindustryisconfrontedwithmoredrasticcompetition.EspeciallyafterenteringtheWTO,theChinesesteelmarketisgraduallybecomingpartoftheworld’s.OwingtothegapbetweenChinaandworld’sadvancedlevelintermsofvariety,quality,cost,serviceandefficiency,thepressureofcompetitionthattheenterprisesarefacedwithismoreandmoreserious.Meanwhile,China’seconomyisdevelopingfast.Thegovernmentenforcesthepolicyofexpandingdomesticdemand,andacceleratingindustrialization,urbanizationandtheprocessofreconstructingnewvillagesaswellastheimplementationofthedevelopmentstrategyofwestChinahaveallbroughtaboutunprecedenteddevelopingopportunitiestotheChinesesteelindustry.Underthenewcircumstancesofcompetitioninthe21stCentury,itisasevereissueforeveryenterprisetoconsiderhowtoanalyzeandcorrespondtothechangesexistingintheexternalenvironmentandhowtochooseitsowndevelopingdirectionsanddevelopmentstrategysoastoholdonopportunitiesandtomeetchallenges.Thispaper,onthebasisofthebasictheoriesofstrategicmanagementsuchasindustrialstructuraltheoryandresourcecapacitytheory,etc.attemptstoprovidesuggestionsandreferenceofhowtoadapttothechangesanddecideitsdevelopingdirectionsanddevelopmentstrategyfortheenterprisesinthisareainthewayofindividualcasestudyandassociatingqualitativeanalysiswithquantitativeanalysisinordertoanalyzePCGCompany,theresearchsubject,strategically.Thispaperalsoadoptsthemethodofempiricalresearchandcombinestheorywithpractice,applyingtheknowledgelearnedfromstrategicmanagementtothespecificenterprisecaseandhasanelaborateanalysisanddiscussofPCGCompany.Thispaperconsistsoffivechapters.ChapterOneistheintroductionsection,whichintroducesthebasicconditionoftheresearchsubject,thebackgroundandaimsoftheresearch,researchingmethodandthediscourseframes.ChapterTwointroducesstrategicmanagementtheoryandsummarizesthetheoreticalbasisoftheresearch.ChapterThreeanalysestheexternalstrategicenvironmentoftheenterprise.ChapterFouranalysestheinternalresourcesandthecapabilityoftheenterprise.ChapterFiveanalyzesthestrategicselectionschemeoftheenterprise；AndChapterSixbringsforwardtheconclusionoftheenterprise’strategicselection,anddiscussesthequestionsaboutthestrategicpractice.Basedonthestrategicanalysisoftheenterprise,thispaperbelievesthatthePCGCompanyshouldontheonehandchoosethestrategyofseekingforthegovernment’ssupportandmakingfulluseofthepreferentialpoliciesconcernedtoguaranteethemovementandmodificationworkaswellasdevelopingfinancing;relyingontheresource,capitalandtechnologicaladvantagesoftheparentcompany-PangangGroupCorporationandadaptingthewayofjointinvestmentorstrategicalliancetoimprovetheproductstructureandenhancethetechnicalarrangement.Ontheotherhand,itshouldenhancetheadministrationandimproveefficiencywhiledeepeningtheinnovationandreformandbuildupmodernenterprisesystemandtheenterpriseoperationalmechanismwhichisadaptivetothemarketeconomy,aswellasenforcingthequantitativedeflationstrategyespeciallytotheWorkers’Hospital,SichuanMetallurgicalFactory,thetransportationcompanyandotherauxiliarylogisticunitstoformaprecisebody.Inaddition,thecompanyshouldcarryoutthestabledevelopmentstrategyinthecommonsteelproductsandprocessmarketpenetrationanddevelopmenttoimprovethemarketshareonthebasisofcostleadership;carryouttheexpandingdevelopmentstrategyinthehighgradesteelproductsandmakeuseoftheinternalresourceandcapabilitytostartinternalcorporateentrepreneurshiponthebasisofproductdifferentiationinordertodevelopnewproductandenhancethecompetitivenessinthemarket.Keywords:PCGCompany;steelindustry;industrialstructure;resourcecapacity;strategy目录第一部分前言................................................................................................................11.