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论文编号：	10302
作者编号：	2220150528
上传时间：	2018/12/5 19:51:35
中文题目：	DIARD公司经营战略研究
英文题目：	Research on Business Strategy of DIARD Company
指导老师：	张玉利
中文关键字：	经营战略；中小企业；建筑建材行业；SWOT分析
英文关键字：	Business strategy;Small and medium enterprises;Construction and building materials industry;SWOT analysis
中文摘要：	中小企业战略管理一直是战略管理研究中的一个重要部分。我国中小企业的战略管理研究尚处于起步阶段，但改革开放后40年的发展使市场环境制度更加成熟，企业面临的经营环境更加复杂和不确定，中小企业的起点不断提高。对于中小企业的战略研究显得更加必要和紧迫。本文以迪亚爱柯节能科技（上海）有限公司（以下简称DIARD公司）为例，深入剖析企业在发展中存在的深层次问题，并全面梳理企业的内外部环境，寻找可能的战略发展方向。作为在业内已有一定名气的DIARD公司随着其业务量逐步扩大，公司内部流程管理和未来发展方向选择等方面都出现了一些问题。两大突出表现是：第一，公司业绩连年高位徘徊，却一直无法稳定向上。第二，公司战略一直没有明确。公司在发展到一定规模后，如何发展，怎么发展，往什么方向发展成为困扰公司领导层的核心问题。公司成立初期提出“一切以项目（销售）为导向”的要求后，每个销售人员和整个公司领导层均忙于一线销售业务，领导也是事无巨细，事必躬亲，但连续几年都没有培养出优秀的销售人员，整个公司连年在这样的怪圈里打转徘徊，甚至连初期的陌生客户拜访都成为公司部门级领导的日常工作。管理方面：随着公司业务的发展壮大，从起初的人性化管理逐步转向规范化管理，转变过程中也是面临很多的难题和阻力。本文的目的是要通过系统梳理案例企业的政策环境、行业特征、资源能力、业务流程等环节，结合战略管理的理论、工具、方法，通过对案例企业的战略定位，找出适合公司的经营战略。本文在系统理论学习和比照的基础上，将理论和DIARD公司具体实践相结合，突破DIARD公司当前发展的瓶颈状态，重新明确切实可行的发展目标，调整公司的经营管理思路和竞争战略，为未来取得更好的业绩和得到更加长足的发展。本文共安排了七章的内容对DIARD公司的经营战略进行了详细描述和分析。第一章是文章的绪论部分。主要明确了本篇文章的研究背景、研究意义、研究方法和研究框架。通过本文的梳理和分析，对于怎样进行中小型企业的战略管理提供了一个综合系统的方案，为中小型企业未来的健康发展奠定了坚实的基础，具有十分重要的理论价值和实践意义。同时，本文以DIARD公司为例进行的战略梳理，同样能够给发展历程、规模大小相仿的中小型企业带来一定的借鉴意义和参考价值。本文意在探索我国中小型企业经营战略的形成、设计和实施等重要问题，由于缺少大量的不同企业的实证证据，采用案例研究的方法是较为合适的，一来是因为DIARD的数据和资料较容易获得，对于案例企业各个阶段的发展情况和问题都有非常深入的了解；二来前期在建筑材料的设计、生产和施工领域形成了较多的研究积累，对行业的发展趋势有着较为深入的理解。本文以DIARD公司为案例研究对象，设计周密的研究方案，客观地搜集、呈现和分析DIARD公司战略管理数据和资料，通过理论与案例的对话，自然浮现出我国中小型企业在战略管理中出现的常见问题、解决方案和实施步骤。第二章是文献综述部分。主要梳理总结了战略的内涵、战略组织实践、战略管理过程、企业竞争战略、PEST分析、波特五力模型、SWOT分析和战略工具的启发作用等相关的理论和分析工具。决策者关心如何进行战略决策这一本质问题，学者也努力回归战略管理的本质内涵，这使得战略管理学者通过对战略组织实践的研究越来越接近战略管理的本质内涵，理论界也不断为决策者开发一系列进行战略规划和战略分析的技术工具。战略管理是对组织的战略进行系统的分析、制定、实施和调整的过程。在制定战略时大多数组织都遵循以下的过程：首先是环境分析，这是对组织所处的外部和内部环境进行分析，分析的目的在于确定明确战略制定的限制和约束条件；其次是战略形成，根据确定的内外部条件明确组织的使命、愿景和目标，使命和愿景会对组织产生长期和系统的影响，组织应该长期坚持，值得注意的是，使命和愿景的确立既是环境分析的结果也是环境分析的依据；再次是战略选择，在明确了组织所面临的外部机会和威胁，组织内部的优势和劣势，以及组织所从事的业务实质和目标方向之后，要比较分析各种战略的重心、意义和可行性，选择最适合组织特点和未来发展的战略；最后是战略实施。本文的撰写也是按照这一过程进行展开的。对于PEST分析、波特五力模型、SWOT矩阵等指导公司战略的传统工具自上世纪80年代以来便受到了管理理论界和实务届的关注。从实证主义的角度来说，这些分析工具的使用和结构并不复杂，它们专注于关键问题，提供了重要的洞见，并提供了分析结构和战略决策的制定框架。通过这些战略分析的运用，为本文的研究提供了丰富的洞见。第三章是DIARD公司外部环境分析。主要分析了DIARD公司的宏观环境、行业环境和竞争环境，明确了DIARD公司所面临的外部环境中的机会和威胁。分析企业所面临的外部环境就是要准确把握外部环境对企业获取持续竞争优势的影响，值得注意的是，对企业外部环境的分析不仅要分析企业当前的外部环境，还应注意企业面临的未来外部环境影响，把握环境的变化和发展趋势，充分利用外部环境带来的机会，回避外部环境的威胁。由此， 对DIARD公司的外部环境分析从宏观层面、行业层面和经营层面加以展开。从宏观层面来说，由于城镇化的持续推进带来了居住类住宅和写字楼宇行业的快速发展。而且，由于近些年国家严控保温材料技术规范，DIARD公司的产品和施工均能满足高质量、高环保的要求。DIARD公司面临着良好的发展机遇期。从行业层面来说，DIARD公司所在的建筑外保温行业集中度较低，购买者和消费者均具有较强的议价能力，潜在的进入者由于缺少专业能力和整合能力，在市场上的竞争力较为有限，不会对DIARD公司构成较大威胁。由于建筑外保温系统的专业性较强，而且经过数十年的发展，该系统的成熟度较高，替代品在技术上暂时很难超越。从经营层面来说，与DIARD公司竞争的企业大部分是专业的中小规模企业，以劳动密集、成本优势和灵活的市场运营手段在各自专业领域中独树一帜。但是，由于该行业壁垒较低，市场较为分散，行业集中度较低，从业人员基数较大，导致企业间竞争非常激烈。第四章是DIARD公司的内部环境分析。主要介绍了DIARD公司的发展历史和现状，分析了DIARD公司的资源、能力和公司竞争力，识别出DIARD公司自身的优势和劣势。DIARD公司的资源和能力主要体现在：（1）具备较强的市场营销能力。营销队伍人员齐备、队伍稳定、专业化程度高，大部分销售人员拥有本科以上学历，并具有专业学习背景。销售额连年保持一定比例的合理增长，年均销量稳定在亿元左右；（2）具备较强的工程施工能力。公司已经具有建筑装饰、外墙保温施工的相关资质，施工从业人员大多具有土建、装饰装修等专业的学习背景和多年的工作经历，专业设备配置齐全，能够独立承接各类大中型外墙保温及装饰装修类的工程项目；（3）具备较强的人力资源管理能力。与同行业相比，DIARD公司人员的平均学历、销售能力、技术水平、人员文化素质、团队协作精神、工资状况及提成比例都处于行业内较高的水平；（4）具备较强的系统组织资源能力。公司组织结构较为科学合理，大力开展专业学习和细节流程规范，员工之间及各部门之间的沟通交流效率较高。从纵向竞争力来看，DIARD公司展示出蓬勃发展的势头，与同类企业比起来相比领先优势明显。从横向竞争力来看，DIARD公司完胜同行业中小型企业，但与同行业上市企业相比，DIARD公司在业务范围、业务规模、客户范围、利润率、技术储备等方面的差距十分明显。从核心竞争力来看，DIARD公司具备一定的核心竞争力，但仍有很大的上升空间。第五章是DIARD公司的战略定位与战略选择。通过SWOT矩阵对公司的优势、劣势、机会和威胁加以分析，发现公司的SO、WO、ST、WT等四种战略，一一分析各种战略的发展方向和不足，并明确了公司未来走差异化战略的发展路径。由于防火要求的限制和技术壁垒，想在建筑外保温市场做到产品的差异化，具有很大的风险和挑战性。由于国家对建筑外保温系统有强制性的施工规范，大部分的业内企业都处于同质化竞争的境地，只有那些有品牌效应和技术特长的企业，才具备采用差异化战略的可能。随着竞争的日趋激烈，这种优势也越来越不明显。只有那些具有较强的施工服务能力和完善全面的系统解决方案提供能力的企业才能够实现差异化战略。经过13年的品牌代理和施工经验，DIARD公司对于国际一流品牌产品的性质、配比、成本和渠道已经有了很深的理解。同时，公司不断整合上下游资源，已经为一些客户提供了较为成功的集成性系统解决方案。综上分析，本文认为DIARD公司实施差异化战略较为可行。第六章是DIARD公司的战略目标与战略实施。通过对DIARD公司的内外部环境进行分析，明确公司的战略选择后，确立公司未来的发展目标以及详细的实施方案。DIARD公司实施差异化战略应着重从五个方面加以实施。一是加强制造领域研发投入；二是创新营销方式方法；三是提升客户服务水平；四是合理的授权与控制；五是优化人力资源配置。文章最后进行了全文总结与展望。本文提出未来可以提出更为详尽的行动方案，可以更好地针对国家政策对建筑外保温行业的政策不确定性开展更加深入的研究。本文从DIARD公司现阶段经营中面临的问题出发，就当前的社会环境、市场环境和竞争态势，系统地分析了建筑外保温市场的现状和DIARD公司原有的经营战略。本文按照国内外经典的战略分析模型对研究的目的和意义进行了深入的剖析，回顾了DIARD公司在原始积累的经验教训，直面企业的现实问题，针对它的外部环境和内部环境进行逐项研究，结合行业的机遇和挑战形成适合DIARD公司的战略指导思想和以差异化为方向的具体战略方案，为DIARD公司的进一步发展提供了基本符合现实情况的战略指导意见。
英文摘要：	Strategic management of SMEs has always been an important part of strategic management research. The research on strategic management of small and medium-sized enterprises in China is still in its infancy, but the development of the market environment has made the market environment system more mature after 40 years of reform and opening up. The business environment faced by enterprises is more complicated and uncertain, and the starting point of small and medium-sized enterprises is constantly improving. Strategic research on SMEs is even more necessary and urgent. This thesis takes Dia Aike Energy Technology (Shanghai) Co., Ltd. (hereinafter referred to as DIARD Company) as an example to deeply analyze the deep problems of the company's development, and comprehensively sort out the internal and external environment of the enterprise to find possible strategic development direction. As a well-known DIARD company in the industry, as its business volume gradually expands, there are some problems in the company's internal process management and future development direction. The two outstanding performances are: First, the company's performance has been high for many years, but it has not been stable. Second, the company's strategy has not been clear. After the company has developed to a certain scale, how to develop, how to develop, and in what direction to develop into a core problem that plagues the company's leadership. At the beginning of the company's establishment, the "all projects (sales)-oriented" requirements, each sales staff and the entire company leadership are busy with the first-line sales business, leadership is also no matter how small, things must be close, but for several years have not cultivated excellent The sales staff, the entire company has been circling in such a strange circle for years, and even the initial strange customer visits have become the daily work of the company's departmental leaders. Management: With the development of the company's business, from the initial humanized management to the standardized management, the transformation process also faces many difficulties and obstacles. The purpose of this paper is to systematically sort out the policy environment, industry characteristics, resource capabilities, business processes and other links of the case enterprises, combined with the theory, tools and methods of strategic management, and find out the business strategy suitable for the company through the strategic positioning of the case enterprises. . Based on the systematic theory study and comparison, this paper combines the theory with the specific practice of DIARD company, breaks through the bottleneck state of DIARD's current development, re-clarifies the feasible development goals, and adjusts the company's management ideas and competition strategy for the future. Achieve better performance and achieve greater development. This thesis has arranged seven chapters to describe and analyze DIARD's business strategy in detail. The first chapter is the introduction to the thesis. The research background, research significance, research methods and research framework of this thesis are mainly clarified. Through the analysis and analysis of this paper, it provides a comprehensive and systematic plan for how to carry out strategic management of small and medium-sized enterprises, which lays a solid foundation for the healthy development of small and medium-sized enterprises in the future, and has very important theoretical and practical significance. At the same time, the strategy of DIARD company as an example can also bring some reference and reference value to small and medium-sized enterprises with similar development and scale. This paper intends to explore important issues such as the formation, design and implementation of China's small and medium-sized enterprise business strategy. Due to the lack of a large number of empirical evidence from different enterprises, the case study method is more appropriate, because the data and data of DIARD are more suitable. It is easy to obtain, and has a very deep understanding of the development and problems of the various stages of the case enterprise. Secondly, it has formed more research accumulation in the field of design, production and construction of building materials in the early stage, and has a deeper understanding of the development trend of the industry. understanding. This thesis takes DIARD as the case study object, designs a careful research plan, objectively collects, presents and analyzes DIARD's strategic management data and materials. Through the dialogue between theory and case, it naturally emerges that China's small and medium-sized enterprises appear in strategic management. Frequently asked questions, solutions, and implementation steps. The second chapter is the literature review section. The main combing summarizes the theoretical connotation, strategic organizational practice, strategic management process, corporate competitive strategy, PEST analysis, Porter's five-force model, SWOT analysis and the inspiration of strategic tools. Decision makers care about the essential issue of how to make strategic decisions. Scholars also strive to return to the essential connotation of strategic management. This makes strategic management scholars more and more close to the essential connotation of strategic management through the study of strategic organizational practices, and the theoretical circles are constantly making decisions. Develop a range of technical tools for strategic planning and strategic analysis. Strategic management is the process of systematically analyzing, developing, implementing, and adjusting an organization's strategy. Most organizations follow the following processes when developing a strategy: first, environmental analysis, which analyzes the external and internal environment in which the organization is located. The purpose of the analysis is to determine the constraints and constraints that define the strategy; the second is strategy formation. The mission, vision and goals of the organization are defined according to established internal and external conditions. The mission and vision will have a long-term and systematic impact on the organization. The organization should adhere to it for a long time. It is worth noting that the establishment of mission and vision is both the result of environmental analysis. The basis of environmental analysis; once again, the strategic choice. After clarifying the external opportunities and threats faced by the organization, the advantages and disadvantages within the organization, and the business essence and target direction of the organization, it is necessary to compare and analyze the focus of various strategies. Significance and feasibility, choose the strategy that best suits the characteristics of the organization and future development; finally, the implementation of the strategy. The writing of this thesis is also carried out in accordance with this process. The traditional tools for guiding corporate strategy, such as PEST analysis, Porter's five-force model, and SWOT matrix, have received attention from the management theory and practice since the 1980s. From a positivist perspective, the use and structure of these analytical tools are not complex. They focus on key issues, provide important insights, and provide a framework for analyzing structural and strategic decisions. Through the application of these strategic analysis, it provides rich insights for the research of this paper. The third chapter is the external environment analysis of DIARD. It mainly analyzes the macro environment, industry environment and competitive environment of DIARD, and clarifies the opportunities and threats in the external environment faced by DIARD. Analysis of the external environment faced by enterprises is to accurately grasp the impact of the external environment on the company's sustainable competitive advantage. It is worth noting that the analysis of the external environment of the enterprise should not only analyze the current external environment of the enterprise, but also pay attention to the future externalities faced by the enterprise. Environmental impact, grasp the changes and development trends of the environment, make full use of the opportunities brought by the external environment, and avoid the threat of the external environment. As a result, the external environment analysis of DIARD is carried out at the macro level, industry level and management level. At the macro level, the continuous development of urbanization has brought about rapid development of the residential and office buildings. Moreover, due to the strict technical control of thermal insulation materials in the country in recent years, DIARD's products and construction can meet the requirements of high quality and high environmental protection. DIARD is facing a period of good development opportunities. From the industry level, DIARD's building exterior insulation industry is less concentrated, buyers and consumers have strong bargaining power, and potential entrants are competitive in the market due to lack of professional and integration capabilities. More limited, it will not pose a big threat to DIARD. Due to the professionalism of the building exterior insulation system, and after decades of development, the maturity of the system is high, and the substitutes are technically difficult to surpass. From a management perspective, most of the companies competing with DIARD are professional small and medium-sized enterprises, which are unique in their respective fields of expertise with labor-intensive, cost-competitive and flexible market operations. However, due to the low barriers in the industry, the market is relatively fragmented, the industry concentration is low, and the base of employees is large, resulting in fierce competition among enterprises. The fourth chapter is the internal environment analysis of DIARD. It mainly introduces the development history and current situation of DIARD company, analyzes the resources, capabilities and company competitiveness of DIARD company, and identifies the advantages and disadvantages of DIARD company. The resources and capabilities of DIARD are mainly reflected in: (1) Strong marketing capabilities. The marketing team is well-equipped, the team is stable, and the degree of specialization is high. Most sales personnel have bachelor degree or above and have a professional learning background. Sales have maintained a reasonable proportion of growth for a certain year, and the average annual sales volume has stabilized at around 100 million yuan; (2) It has strong engineering construction capabilities. The company has the relevant qualifications for building decoration and exterior wall insulation construction. Most of the construction practitioners have professional backgrounds and years of work experience in civil engineering, decoration and decoration. The professional equipment is fully equipped and can independently undertake various types of large and medium-sized exterior wall insulation. Decoration and decoration projects; (3) Strong human resource management capabilities. Compared with the same industry, the average academic qualifications, sales ability, technical level, personnel cultural quality, teamwork spirit, salary status and commission ratio of DIARD personnel are all at a high level in the industry; (4) Strong system organization Resource capacity. The company's organizational structure is more scientific and reasonable, vigorously carry out professional learning and detailed process specifications, and communication between employees and departments is more efficient. From the perspective of vertical competitiveness, DIARD has shown a momentum of vigorous development, compared with similar companies, the leading edge is obvious. From the perspective of horizontal competitiveness, DIARD wins the small and medium-sized enterprises in the same industry, but compared with the listed companies in the same industry, the gap between DIARD's business scope, business scale, customer scope, profit margin and technology reserve is very obvious. From the perspective of core competitiveness, DIARD has certain core competitiveness, but there is still much room for improvement. The fifth chapter is the strategic positioning and strategic choice of DIARD. Through SWOT matrix analysis of the company's strengths, weaknesses, opportunities and threats, we found the company's SO, WO, ST, WT and other four strategies, analyzing the development direction and deficiencies of various strategies, and clarifying the future differences of the company. The development path of the strategy. Due to the limitations of fire protection requirements and technical barriers, it is of great risk and challenge to achieve product differentiation in the building exterior insulation market. Due to the mandatory construction regulations for building exterior insulation systems, most of the industry players are in a situation of homogenization competition. Only those enterprises with brand effects and technical expertise have the possibility to adopt differentiated strategies. As competition becomes more intense, this advantage is becoming less and less obvious. Only those companies with strong construction service capabilities and comprehensive system solution capabilities can achieve differentiated strategies. After 13 years of brand agency and construction experience, DIARD has a deep understanding of the nature, proportion, cost and channel of international first-class brand products. At the same time, the company's continuous integration of upstream and downstream resources has provided some customers with more successful integrated system solutions. Based on the above analysis, this paper believes that DIARD's implementation of the differentiation strategy is more feasible. The sixth chapter is the strategic objectives and strategy implementation of DIARD. After analyzing the internal and external environment of DIARD company and clarifying the company's strategic choices, the company's future development goals and detailed implementation plans will be established. DIARD's implementation of the differentiation strategy should focus on five aspects. The first is to strengthen R&D investment in the manufacturing field; the second is to innovate marketing methods; the third is to improve customer service; the fourth is reasonable authorization and control; and the fifth is to optimize human resource allocation. The thesis concludes with a summary and outlook. This paper proposes that a more detailed action plan can be proposed in the future, which can better carry out more in-depth research on the policy uncertainty of the building exterior insulation industry in response to national policies. Based on the problems faced by DIARD in the current stage of operation, this paper systematically analyzes the current situation of the building external thermal insulation market and the original business strategy of DIARD in terms of the current social environment, market environment and competitive situation. In this paper, according to the classic strategic analysis model at home and abroad, the purpose and significance of the research are deeply analyzed. The lessons learned from the original accumulation of DIARD company are reviewed, and the real problems of the enterprise are faced. The external environment and internal environment are studied item by item. Combining the opportunities and challenges of the industry to form a strategic guiding ideology suitable for DIARD and a specific strategic plan with differentiation as the direction, providing strategic guidance that is basically in line with the reality for the further development of DIARD.
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