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上海交通大学硕士学位论文上海绿化总公司战略实施纲要姓名：杨晓未申请学位级别：硕士专业：工商管理指导教师：黄丹20050228EMBASWOT2005-20072008-20122013-20201234EMBAII15200520072008201220132020EMBAIIIEMBAIVSTRATEGYPLANINGANDEXECUTIONFORSHANGHAIGARDENINGGENERALCO.LTDABSTRACTGardeningIndustryisthemaincomponentincityplanning.ItisoneofthefundamentalindustriesinNationalEconomy.ShanghaiGardeningGeneralCo.wastheunconditionalleaderinlocalhorticulturemarket.However,alongwiththemarketingenvironmentchange,thecompanycannotresponseproperlywithacleardevelopmentstrategyandaflexiblesystemresultingintherapidsliddownofitsmarketshare.So,anewmarket-orientedstrategyandtheexecutionsystemisurgentlyneededtobedevelopedtoincreasethetotalcompetitivenessoftheShanghaiGardeningGeneralCo.Ltd.---(Simplycall:TheGroupfollowing.)Inthefirstpartofthisarticle,Itdescribesthechallengesfacingthecompanyandalsogivestheguidelineandroadmapofthisstrategicplanningprocessbasedonthebackgroundthattoestablishthegeneralstrategicplanningforthegroup.Basedonthemissionandtheanalysisoftheinternalandexternalenvironment,thoroughSWOTanalysisisconductedforthemain3businessdirections:(gardening,spottourismandflowertrading).Accordingtotheprinciplethatcoherentandstepbystepprogressfromnear-term,mid-termandlong-term,strategiesinthenear-term,mid-termandlong-termaredevelopedrespectivelywithgardeningthecorebusinesssupplementedbytheflowertradinginthenear-termandwithbusinessmultiplicationupanddown,backandforthcenteredwiththegardeninginthemid-termandwiththecenteredandmixturebusinessmultiplicationunderbalancesupportedbytheM&Ainvestmentstrategyinthelong-term.Spottourismisbettertotrusttoaprofessionaltourismmanagementcompanyrecentlyandspinofftotheprofessionalcompanyinthefutureifpossibletocentertheresourcefocusingonthecorebusinesstomakeastrongfoundationforthedevelopment.Inthispartofthearticle,itoffersasteppingstrategywiththechangingenvironment,Inthefirstterm---(2005~2007),themainstrategyistograsptheopportunity,penetratethemarketandmakealliance.Inthesecondterm---(2008~2012),themainstrategyistocenteredmultiple,growfastandcollectresources.Inthethirdterm---(2013~2020),themainstrategyistomaketechnicaladvance,multiplebusinessandM&Awithcapitaloperation.EMBAVInthesecondpartofthearticle,itsummarizesthegeneralstrategyfrom4parts.1,fortheplanningprocedureandstep,strategydevelopmentshouldbelinkedwithinternalandexternalforces,beclarifiedwithmainandsupplement,proceedstepbystep,andprogressrespondnaturallytotheenvironment.2.Fortheexternalopportunities,alwaysselectthegoodnesstoavoidthebadness,directswiftly,makeallianceandfacerisktogether.3,fortheinternalabilityincrease,focusonthecorecompetence,proactivelyshortentheweaknessandtaketrainingintime.4,forthestrategyexecution,progressstepbystep,keepstablesituationandgonaturallytothesuccessfulresult.Thus,thecompetitivestrategyispositionedonthehigh-endcustomerwithfulluseofitsownadvantagethroughdifferingoperationtomakeahighROIandROO.Afterthepositionclarifying,toeffectivelyandentirelyexecutethecorporatestrategy,thefuture15years’basicguidelineisdevelopedaccordingtotheinternalandexternalresourcechangeandthecharacteristicsoftheentirehorticultureindustryprogressandspecifictargetsisalsosetupinthesametimeasfollowing;Inthefirstterm---2005~2007,gardeningshouldbetakenasthemainbusinesswiththeflowertradingsupplementary.Tomakeafoundationforthemanagement,marketresourceandcorporatecapitalthroughthebusinessexpansionandtheincreaseoftheinternalabilitybytakingtheopportunityoftherapiddevelopmentoftheshanghaicityhorticulture.Inthesecondterm---2008~2012,gardeningshouldstillbetakenasthecorebusiness.Atthesametime,gardeningmaintenance,flowertradingcenter,flowerleasing,plantingandenvironmentalrealestatecanbetakenasthenewcashcawbusinessandthemodernflowerandplantgardeningandotherstrategicbusinesscanbetakenasthestarbusinesstodevelop.Throughthebusinessexpansiontotheotherprovinceandalliance,andstrategicinvestmentinthetraditionalbusiness,makethegroupgrowquickly;throughstrengtheningtheoldbusinessinashorttimeperiod,makecashinflowfrommultiplechannels;throughimportantstrategicinvestment,proactivelymakingthetechnicalresultsintoproductivity;makethemarketleadershipinthecorebusiness.Thus,bytheeffortsintheabovethreedirections,thegroupcenteredmultiplicationtargetcanbeachievedandprofitmakingabilitycanbesuccessfullystrengthenedtorealizethecapitalaccumulationandasoundbasisforthesustainabledevelopmentofthegroup.Inthethirdterm---2013~2020,infacttherearetwodirections:theinternalabilityincreaseandtheexternalexpansionbyM&A.Fortheinternalcompetencebuilding,stableandcoherentdevelopmentofthecorebusinessisemphasized.Modernflowerandplantgardenconstructionshouldbeattachedmoreimportancetobethenewbasiccorebusinessforthegroup.Fortheexternalexpansion:capitaloperationisemphasizedtosupportthecenteredmultiplicationandmixturemultiplication.Developmentinthe2directions,thegroupestablishesanewmodel,andentersintoanewdevelopmentera.EMBAVIInthestrategyexecution,itislongtimeprocess.So,italsoneedtopayattentiontoallthekeyissuesas:theclearsharestructureandthecorporategovernancestructure,opera