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论文编号：	12840
作者编号：	2320190613
上传时间：	2021/12/10 9:04:29
中文题目：	东旭蓝天相关多元化战略优化研究
英文题目：	Research on Diversified Strategic Optimization of Tunghsu Azure
指导老师：	吴德胜
中文关键字：	相关多元化；相关性；横向联系；横向组织机制
英文关键字：	Related diversification；The correlation；Horizontal linkage；Horizontal organizational mechanism
中文摘要：	随着国家和社会经济的不断发展，市场竞争也日益残酷，企业为了扩大公司规模、避免经营单一的风险，或者为了开拓和占领新市场，通常会想要涉足新的领域，采取多元化发展战略。企业选择多元化经营，通常面临两个问题，即行业选择问题和各经营单位间的协同增效问题，而往往企业更注重新行业的选择，忽视在各业务间寻找关联并加以利用。利用好业务单元间的相关性能够实实在在为企业降低成本、提升价值链上所有活动的差异性，以此为企业赢得竞争优势，这对采取多元化战略的公司来说至关重要。因此，识别出各业务单元间的相关性并加以利用，同时建立起横向组织机制确保实现这种协同效应以获得企业的竞争优势，达到“1+1＞2”的多元化经营效果，是现在选择相关多元化战略的企业需要深入思考并严肃对待的问题。东旭蓝天通过企业并购的方式进入新领域—生态环保行业，目前是一家主营业务为新能源光伏和生态环保两大产业的上市公司，致力于为用户提供新能源产业布局与生态环境综合治理配套的绿色解决方案。借势于PPP市场的火热和募集资金的充裕，多元化战略的选择和实施使东旭蓝天在短期内实现了快速增长，并在市场上获得了一定的竞争力。但由于内外部环境变化，这两年公司业绩处于下滑趋势，也逐渐暴露出多元化战略实施上存在的一些问题。公司开始意识到资源、能力整合的重要性，这就涉及到识别出新能源光伏和生态环保两大产业之间的相关性内容并加以利用的问题。 为了解决这个问题，优化东旭蓝天的相关多元化战略实施，本文首先梳理回顾了多元化战略、企业并购整合等基本理论，再分析了东旭蓝天的内部经营情况、多元化发展历程、各产业业务情况以及多元化战略现存问题，以理论知识结合实际情况作为基础，分析识别出两大产业业务间相关的价值活动中可用的共用（共享）形式，并阐述了如何利用。此外，为实现公司的横向联系，本文从建立横向组织机制的角度提出几点优化建议，其中包括总部和事业部的上下分权、建立横向管理系统以及横向人力资源政策这三个方面，以确保公司相关多元化战略的有效实施。
英文摘要：	As our country and social economy develop rapidly, the market competition is becoming increasingly cruel. In order to expand the company scale, avoid the risk of incomplete business management, or to explore and occupy new markets, enterprises usually eager to access to new business fields and adopt diversified development strategies. When choosing the method of diversified operation, enterprises usually face two problems, including industry selection and synergy among various business units. However, enterprises often pay more attention to choosing new industries and overlook the connections between businesses and making use of them. Making good use of the correlation between business units can really reduce costs for enterprises and improve the differences of all business activities in the value chain, so as to make competitive advantages for enterprises, which is extremely crucial for companies to adopt diversified strategies. Therefore, by identifying and exploiting the correlation between business units and establishing a horizontal organization mechanism to ensure the realization of such synergy effect to gain a competitive advantage and achieve the effect of "1+1>2" in diversification is an issue that needs to be considered and taken seriously by companies that have chosen a related diversification strategy.Tunghsu Azure, which has entered a new business field - ecological and environmental protection industry through M & A, is currently a listed company whose main business includes new energy photovoltaic and ecological and environmental protection. It is committed to providing users with environmental-friendly solutions supporting the layout of new energy industry and comprehensive treatment of ecological environment. Taking advantage of the popularity of PPP market, abundant funds, as well as the selection and implementation of diversification strategy, Tunghsu Azure has achieved rapid growth in the short term and obtained great competitiveness in the market. However, due to changes in the internal and external environment, the performance of Tunghsu Azure has been declining in the past two years, and some problems in the implementation of diversification strategy have been gradually exposed. The company began to realize how important the resource integration capacity is, which involves identifying and utilizing the relativity between new energy photovoltaic and ecological and environmental protection industries. To solve this problem and optimize the implementation of Tunghsu Azure's diversification strategy, this paper firstly reviews the basic theories of diversification strategy and M&A integration, and analyzes the internal operation, diversification development process, industrial business and existing problems of diversification strategy of Tunghsu Azure. By combining theoretical knowledge with practical situations as a basis, it analyzes and identifies the available common sharing forms in the value activities related between the two industries, and explains the ways to utilize them. In addition, in order to realize the horizontal linkage of the company, it proposes several suggestions for optimization from the perspective of establishing horizontal organizational mechanisms, including the decentralization of headquarters and business units (BU), the establishment of horizontal management systems and horizontal human resource policies to ensure the effective implementation of the relevant diversification strategies of the company.
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