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论文编号：	13589
作者编号：	2320200348
上传时间：	2022/12/4 21:51:18
中文题目：	C公司基于聚焦战略实施的组织机制研究
英文题目：	Research on the Organizational Mechanism of C Company Based on the Implementation of Focused Strategy
指导老师：	孟繁强
中文关键字：	小型外贸企业;竞争战略;战略与组织;聚焦型战略;重量级协调人
英文关键字：	Small foreign trade enterprises; Competitive strategy; Strategy and organization; Focused strategy; Key point coordinator
中文摘要：	自从改革开放以来，随着中国经济的不断发展，国家实力不断增强，国家的外贸出口行业得到了井喷式的发展，并在国民经济中占据了愈发重要的位置。在外贸市场中，除了占据主体地位的中大型企业之外，小型外贸企业作为满足部分细分市场需求的重要环节，同样在市场中占据一席之地，是主体市场的重要补充部分。 C公司是一个典型的小型外贸企业，其主要业务市场仅菲律宾一地，且业务板块专精于食品药品的生产包装用机器。本文通过案例分析法，分析C公司所在行业市场的情况与公司当前的基本情况，指出了公司目前缺乏明确表达的战略，并结合公司自身发展状况，确定其在市场竞争中所选择的竞争战略应为聚焦型战略。在此基础上，文章分析了公司组织运行特征，指明了当前公司的组织机制存在的问题，并对公司未来发展的战略风险与组织的不适应性进行了分析。战略风险包含细分市场需求被替代的风险、地缘政治与国际形势的风险、生产端意外存在的风险以及市场规模的限制；而引起组织不适应性的根本原因，主要在于公司在现有组织架构下的工作流程中，公司创始人即总经理对所有决策几乎全权控制，其管理的事务过于繁杂，不但造成组织扩大过程中出现瓶颈以及组织的随意性，还会让公司面临创始人风险。 在分析了问题之后，本文提出了解决问题的方案，其核心是引入并行聚焦战略对C公司选定的聚焦型战略进行深化，主要做法包含对聚焦型战略的深度挖潜、以及纵向横向多方面扩张市场等解决方案。并对为配合聚焦型战略而实施的组织保障进行分析、提出建议，在保障组织治理中应引入精英合伙人机制，在保障组织协调中应采用重量级协调人机制，在保障组织间管理体系中应做好采购过程中的供应商选择与管理。文章详细阐述了重量级协调人在C公司业务流程中的重要地位，并指明做好采购流程中供应商的选择与管理是对重量级协调人能力的体现，是重量级协调人工作中的重点，也是公司实施聚焦型战略的重要组织保障。
英文摘要：	China's economy has been continuously development since the reform and opening up, China's foreign trade export industry has developed in spurts and gradually occupied an important position in the national economy. In the foreign trade market, in addition to the main position of medium and large enterprises, small foreign trade enterprises is able to be important link to meet part of the segmentation market’s demand, also occupies an important complementary part in the main market. C company is a typical small foreign trade enterprise whose main business market is only the Philippines and whose business segment is specialized in the production of machines for the packaging of food and drug products. This article uses a case-based approach to analyze the market situation in C company's industry and the company's current basic situation, pointing out that the company currently lacks a clearly articulated strategy and, in the context of its own development, determining that the competitive strategy it has chosen in the market competition should be a focused strategy. On this basis, the article analyzes the organizational characteristics of the company, identifies the problems of the current organizational mechanism and analyzes the strategic risks and organizational maladjustment of the company's future development. The strategic risks include the risk of substitution in market segments, the risk of geopolitical and international situations, the risk of unexpected presence on the production side and the bottleneck of market size; while the core cause of organizational maladjustment lies mainly in the company's existing organizational structure under the workflow of the company, in which the founder, the managing director, has almost total control over all decisions, is too complex to manage, which not only causes bottlenecks in the expansion of the organization and the arbitrariness of the organization, but also exposes the company to founder risk. After analyzing the problems, this paper proposes solutions to the problems. And the core is the introduction of parallel focus strategy to deepen C company's selected focus strategy, main approaches including solutions for deepening the focus strategy and expanding the market vertically and horizontally in many ways. It also analyzes and recommends the organizational safeguards that should be implemented to support the focused strategy, including the introduction of an elite partner mechanism in the governance of the safeguarding organization, the adoption of a heavyweight coordinator mechanism in the coordination of the safeguarding organization, and the selection and management of suppliers in the procurement process in the inter-organizational management system. The article elaborates on the important position of heavyweight coordinators in C company's business processes and indicates that good supplier selection and management in the procurement process is a reflection of the ability of heavyweight coordinators, a key focus in the work of heavyweight coordinators and an important organizational guarantee for the implementation of the company's focused strategy.
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