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论文编号：	11690
作者编号：	2120172897
上传时间：	2020/6/19 17:47:03
中文题目：	TF港口机械工程公司战略制定与实施研究
英文题目：	Research on the Strategy Formulation and Implementation of TF Port Machinery Engineering Company
指导老师：	任兵 教授
中文关键字：	战略制定；战略实施；机械工程行业；民营企业
英文关键字：	Strategic Formulation；Strategic Implementation；Mechanical Engineering Industry；Private Enterprise
中文摘要：	中国港口机械行业在过去20年里取得非常快的发展，中国港机已列为世界出口第一名。但随着近几年经济增长放缓，随之金融管控日益增强，中小型港机企业的生存压力日益剧增。创始于2003年的TF港口机械工程公司是一家典型的民营企业。主营产品有起重设备、物料输送单机及系统、装卸设备等主流港机产品，在行业内具有较高知名度。2014年TF公司为在短期内高速发展，重新制定发展战略，决定从传统制造商向工程总包服务商转型，并进军陌生的海工领域，随着2017年国家严厉金融管控实施，TF公司的资金链几乎断裂，陷入僵局中。TF公司制定的战略过于冒进，一味追求眼前效益，而忽视自身真实实力，也因其民营企业的特质，外部环境发生变化时更容易受到影响，且存在根深蒂固的企业文化滞后的短板。基于以上背景，本论文提出以下研究问题：制定和实施怎样的新战略才能使TF公司摆脱困境？为了解答这个问题，本论文首先引入PEST以及五力模型的分析工具来分析TF公司的宏观外部环境以及行业环境，同时结合价值链分析工具来诊断公司的内部环境，在此基础上，采用SWOT模型识别TF公司所具备的优势、劣势、机会以及威胁。 分析发现，物料输送市场很有发展潜力，并且TF公司在这一领域具备较强竞争力；港机市场已显示出良好的国际发展趋势；当前新能源技术的不断精进也为港机带来更多发展机遇。基于此，本研究识别出TF公司的新战略目标—未来5年之内成为港机领域龙头企业，并于2024年销售额达到200亿，散料输送产品市场占有率达到10%。基于这一新战略目标，本研究进一步分析了TF公司为达成该战略目标应采取的相应的策略安排。它们包括：围绕TF公司的最核心且最具竞争优势的散料输送业务，在竞争战略维度上，实施产品差异化策略；在扩张战略维度上，实施国际化策略；在可持续发展战略维度上，实施企业社会责任策略。 为实施上述新策略，本论文接下来讨论了新策略的实施与保障措施。对于产品差异化策略，建议TF公司应加强研发技术水平的提升，推进生产的智能化，提升产品的生产效率与产品质量。对于国际化策略，TF公司应优化营销体系，提升客户服务以及提升品牌宣传。对于提升企业可持续发展和企业外部形象的企业社会责任策略，TF公司应进一步加强产学研合作，提升企业社会责任意识并完善公司治理的制度与结构。此外，本研究发现三种新策略安排都需要足够的资金保障、加强成本管控、营造良好企业文化以及优化人力资源的管理。 本论文的研究结论不仅对遭遇经营危机的TF公司的战略调整与变革提供参考，同时对整个港机领域的中小型企业的经营策略具有一定的借鉴作用。
英文摘要：	China's port machinery industry has achieved very rapid development in the past 20 years, China Port machinery enterprises have been ranked first in the world's port machinery exports. However, as economic growth has been slowing down in recent years, impacted by the increasing strictly financial control, the pressure on small and medium-sized Port machinery enterprises to survive has been becoming more severely. TF Port Machinery Engineering Company is a typical private enterprise which was founded in 2003. TF’s core products are mainstream port machinery products, including lifting equipment, material conveyors and systems, and loading and unloading equipment and TF has a high reputation in port machinery industry. In 2014, in order to accelerate development with a high speed within a short term, TF re-established the strategy to transform from a traditional manufacturer into a general contracting service provider, and entered the unfamiliar offshore industry. With the implementation of stringent financial controls from 2017, TF's capital chain was almost broken and was in a deadlock. The strategy formulated by TF was too aggressive, TF blindly pursued immediate benefits and ignored its own real strength, and because of the marked characteristics as a private enterprise which is more susceptible to be impacted when the external environment changes, and there is also the deep-rooted shortcomings in corporate culture. This thesis raises the following research questions: which new strategies could be formulated and implemented to help TF get rid of difficulties? To solve this question, firstly this thesis introduces the analysis tools of PEST and Five-force model to analyze the TF’s external environment and industry environment, and at the same time, combines the analysis tool of value chain to diagnose TF’s internal environment. On this basis, adopts the SWOT model to identify the TF’s advantages, disadvantages, opportunities and threats. The analysis finds that the material transportation market has huge development potential and TF also has strong competitiveness in this field; the port machinery industry market has shown good international development trends; currently new energy technologies continuous improvement has also brought more opportunities to port machinery industry. Based on this, this research has identified TF's new strategic goals - become a leading company in the field of port machinery industry within the next 5 years, and the sales will reach RMB 20 billion by 2024, and the market share of material transportation products will reach 10%. Based on the new strategic goals, this thesis further analyzes the corresponding tactic arrangements that TF should adopt to achieve the strategic goals, including based on TF’s core and most competitive material transportation business, under the dimension of competitive strategy to implement Product Differentiation Tactic; under the dimension of expansion strategy to implement International Tactic; under the dimension of corporate sustainable development strategy to implement the Corporate Social Responsibility Tactic. To implement the above new tactics, the thesis discusses the implementation and guarantee measures of new tactics. To Product Differentiation Tactic, TF should strengthen the development of R & D technology, promote the intelligentization of production and improve products’ production efficiency and quality. To International Tactic, TF should optimize the marketing system, customer service and enhance brand publicity. To Corporate Social Responsibility Tactic that could help to promote TF’s sustainable development and external image, TF should further strengthen the cooperation with industry, university and research institute, to enhance the awareness of corporate social responsibility and complete the system and structure of corporate governance. In addition, this thesis finds that the three new tactics arrangements will all require adequate capital guarantees, strengthen cost control, create harmonious corporate culture and optimize human resource management. The research conclusion of this thesis will not only provides a reference to conduct strategic adjustment and transformation for TF that is facing operational crises, but also provides a certain reference to the small and medium-sized enterprises in the port machinery industry to formulate the operation tactics.
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