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机械工业第九设计研究院有限公司发展战略研究

时间:2020-08-04来源:发展战略

机械工业第九设计研究院有限公司是国内最早一批的从事全国汽车工业规 划、工厂设计和建设的甲级设计研究院。2019年上半年,中国第一汽车股份有 限公司为响应国家号召,转让下属的国有制全资子公司机械工业第九设计研究 院有限公司(以下简称“九院”)73.7%的股权。

机械工业第九设计研究院有限公司发展战略研究

机械工业第九设计研究院有限公司是国内最早一批的从事全国汽车工业规 划、工厂设计和建设的甲级设计研究院。2019年上半年,中国第一汽车股份有 限公司为响应国家号召,转让下属的国有制全资子公司机械工业第九设计研究 院有限公司(以下简称“九院”)73.7%的股权。

近年来汽车产业发展缓慢,竞争对手频频出现,导致九院外部市场规模受 到威胁。九院已不复过去市场龙头的地位。为了能使九院在国企混改时期平稳 过渡,使其在脱离国企制度约束后依然继续保证社会效益,进行战略调整十分 具有必要性。经过梳理发现,九院目前的战略运营情况还存在一些不足,主要 体现在主营业务创新不足、业务项目单一、成本管理不够严格及战略引导不足 等四类问题。通过对这些问题原因进一步分析,整理出九院目前存在的组织架 构的制约公司的改革积极性、公司绩效管理机制无法引导战略目标、企业制度 不完善阻碍成本管理、落后的业务规划制约技术创新等问题原因。

为解决九院目前战略管理中存在的问题,本文采用了 PEST模型分析法与 波特五力模型对企业的外部环境进行了研究,并从企业的资源能力方面分财务、 物质、人力和组织资源四大类进行分析,充分研究企业的内外部环境情况,通 过环境分析得出九院目前具备战略改革的环境基础。使用SWOT模型分析法对 企业的自身的优势、劣势及外部环境的机会与挑战进行进一步研究,发现机械 工业第九设计研究院的发展前景较为乐观,在过去的几十年间积攒的经验与客 户,在混改转型后都成为不可或缺的财富,也是未来可持续发展的不竭动力, 可以说已经做好改革向前的基础准备,也具备了转型发展的实力。通过上述分


析确定九院存在进行战略改革的基础与条件后,为其制定可行的发展战略,即 多元化战略和技术革新战略。在继续维持现有业务优势的同时,一方面积极拓 展新业务领域来推进多元化发展,另一方面加大研发投入鼓励技术创新。

为确保战略得以实施并取得效果,本文结合九院实际情况,提出三步走实 施方案,第一步是调整企业的组织结构为战略转型准备好先决条件,第二步是 梳理业务方向,提高管理质效,为多元化战略和技术革新战略实施奠定基础, 第三步是正式实施多元化战略与技术革新战略,两个战略相辅相成,业务与技 术之间相互促进发展。在实施基础上,从组织、财务、技术、人才队伍四方面 提出保障措施,确保战略顺利实施。

技术是第一生产力,也是企业的内在发展动力。九院是技术型人才集中的 单位,应更好的发挥员工积极性,加快技术革新,丰富自身产品。在保住现有 市场基础上,加入民企灵活创新的优越性,增加企业经济效益,寻求新的合作 伙伴和市场,实现企业混改后的腾飞。

关键词:

战略管理、PEST分析、SWOT分析、波特五力模型


ABSTRACT

Study on the Development Strategic of MMI Planning & Engineering
Institute IX CO., LTD.

MMI Planning & Engineering Institute IX CO., LTD. (hereinafter referred to as "The 9th Institute1') is engaged in planning and designing the construction of the national automobile industry. It is the first group of institutes who get the top-level evaluation. In the first half of 2019, in response to the call of the government, the China FAW Group Corporation decided to transfer 73.7% of the equity of its wholly-owned subsidiary MMI Planning & Engineering Institute IX CO., LTD., aiming this can bring vitality to the company and break the shackles of the system.

At the same time, due to the cold winter of the automobile industry in recent years and the frequent emergence of competitive partners, the external market is threatened. The 9th Institute has lost its leading position in the automobile manufacturing industry. To achieve a smooth transition of the 9th Institute in the period of mixed reformation, and to improve performances of the enterprise after breaking away from the constraints of the state-owned enterprise system, it is necessary to carry out appropriate strategic adjustment. After analysis of the situation of the 9th Institute, we found that there are still some deficiencies in the current strategic operation in the company. The problem mainly reflected in four aspects: the lack of innovation in the main business, unitary in business the lack of strict cost management and the lack of strategic guidance. Through further analysis of the causes of these problems, the following problems are sorted out: the organizational structure restricts the enthusiasm of the company's reform, the company's performance management mechanism cannot lead the strategic objectives, the imperfect enterprise system hinders the cost management, and backward business planning restricts technological innovation.

This paper uses PEST model analysis method and Porter's five force model to study the external environment of the enterprise and analyzes the four categories of financial, material, human and organizational resources from the perspective of the resource capacity of the enterprise. It fully studies the internal and external environment of the enterprise and concludes that the 9th Institute has an environmental basis for strategic reform at present. Then the SWOT model analysis method is used to further study the advantages, disadvantages and opportunities and challenges of the external environment of the enterprise. It is found that the development prospect of the 9th Institute is relatively optimistic. The accumulated experience and customers in the past decades have become indispensable wealth after the mixed transformation, which is also the inexhaustible power for future sustainable development. The 9th Institute has done a good job of preparing for the reform and has the strength of transformation and development. Based on the above analysis, this paper designs feasible development strategies for the 9th Institute, namely diversification strategy and technological innovation strategy. While maintaining the existing business advantages, the company should actively expand new business areas to promote diversified development. On the other hand, it should also increase R & D investment to encourage technological innovation.

To ensure the implementation of the strategy, this paper proposes a three-step implementation plan based on the actual situation of the 9th Institute. The first is to adjust the organizational structure of the enterprise to prepare the preconditions for the strategic transformation. The second is to sort out the business direction, improve the management quality and efficiency, and lay the foundation for the implementation of the diversification strategy and technological innovation strategy. The third is to implement the diversification strategy and technology innovation strategy. These two strategies will complement each other, and promote business and technology development. This paper also puts forward measures from four aspects of organization, finance, technology and talent team to ensure the smooth implementation of the strategy.

Technology is the primary productive force and the internal development power of enterprises. The 9th Institute is a company with concentrated technical talents. It should give full play to the enthusiasm of its employees, accelerate technological innovation and enrich its products. Based on keeping the existing market, it should adapt to the flexible innovation of private enterprises, increase the economic benefits of enterprise, expand new partners and markets, and realize a rapid development of enterprise after mixed reform.

Key words:

Strategic Management, PEST Analysis, SWOT Analysis, Porter's Five Force Model


1章绪论 1

1.1研究背景与意义 1

1.2 研究方法与内容 2

1.3文献综述与理论基础 4

2 机械工业第九设计研究院有限公司发展现状和问题分析 8

2.1公司发展概况 8

2.2 公司发展面临的问题 10

2.3公司发展问题原因分析 12

3 机械工业第九设计研究院有限公司战略环境分析 10

3.1公司发展外部环境 15

3.2公司发展内部环境 22

3.3 公司发展SWOT分析 25

4 机械工业第九设计研究院有限公司发展战略目标及实施 30

4.1公司发展战略目标与方向 30

4.2公司发展战略的选择 31

4.3公司发展战略的实施 33

4.4公司发展战略实施的保障措施 40

结论 42

参考文献 44

致谢 46

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