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论文编号：	15177
作者编号：	2320224135
上传时间：	2024/12/11 15:06:00
中文题目：	T国有集团公司多元化战略优化研究
英文题目：	Research on the Optimization of Diversification Strategy of T State-owned Group
指导老师：	武立东
中文关键字：	国有集团公司；多元化战略；发展战略；战略优化
英文关键字：	state-owned group； diversification strategy； development strategy; strategic optimization
中文摘要：	随着国企改革进一步深化，对国有企业加快形成同新质生产力相适应的新型生产关系、做强做优做大国有资本等方面提出更高要求。T公司作为天津市属国有集团公司之一，随着企业不断扩张，逐步形成多元化产业布局。2020年，为化解债务风险，增强综合实力，在市委市政府支持下通过兼并收购方式进一步深化多元化战略。但近年来，T公司仍集中精力于化债工作，对于未来发展战略的探讨停留在较浅层次，粗放式的多元化发展中逐渐暴露出诸多问题，多元化战略的调整优化势在必行。 本文以战略管理理论为基础，选取T国有集团公司为研究对象，运用文献研究法、案例研究分析法以及访谈调研法，基于T公司自身内外部条件，围绕如何解决多元化战略存在的问题、如何科学实施多元化战略的课题，提出多元化战略优化方案，旨在为T公司重塑核心竞争力起到一定帮助，同时也为其他同类型国有集团公司实施多元化战略提供经验借鉴。 首先，本文介绍了国有集团公司及国企改革等相关概念，并总结了国内外关于多元化战略等主题的相关研究文献情况。 其次，阐述了T公司多元化战略的发展历程和经营现状，通过与公司管理人员、外部专家等访谈沟通，揭示了T公司多元化战略存在的资产质量参差不齐、资源配置不均衡、战略协同不足等关键问题及其深层原因。进而通过对T公司所处的战略环境进行分析，甄别T公司未来在产业投资等方面的发展机遇与威胁，挖掘T公司内部的竞争优势和有待提升的劣势要素，为下一步战略优化奠定基础。 再次，在前述分析的基础上，为T公司设计战略优化方案，一方面，基于多元产业布局分类制定发展战略，对于成熟且优质的产业板块制定增长型战略，拟培育的战略新兴产业制定扩张型战略，劣势产业则对应收缩型战略；另一方面，通过加大产业链上下游协同等，释放协同效应对多元化战略的正向影响。进而从巩固核心主业优势、培育战略新兴产业、退出无关多元业务、科研创新、管理架构调整五大方面具体实施。此外，为确保这些战略举措得以有效实施，建议T公司建立三级治理结构和差异化绩效考核体系，重视同心文化和多元品牌等建设，提升财务预算适应能力，优化债务结构。 最后，总结了本文的研究内容并对未来进行了展望。 通过T公司的案例可以发现多元化战略既为T公司扩大了经营规模，创造了新的发展契机，但也给企业下一步发展带来了挑战。本文通过对T公司多元化战略的优化研究，一方面，助益T公司实现高质量发展，更好服务于地方经济社会发展；另一方面，也丰富了多元化战略领域的案例研究。然而企业发展战略的制定及执行是一个动态更新的过程，应当不断以发展的眼光的适时做出调整，今后可继续跟踪分析T公司发展战略实施的效果，持续提出改进意见。
英文摘要：	With the further deepening of state-owned enterprise reform, higher requirements have been put forward for state-owned enterprises to strengthen and optimize state-owned capital. As one of the state-owned group companies in Tianjin, T Group has gradually formed a diversified industrial layout with the continuous expansion of the enterprise. In 2020, in order to resolve debt risks and enhance comprehensive strength, T Group further deepened its diversification strategy through free acquisitions with the support of the municipal party committee and government. However, in recent years, T Group has still focused on debt restructuring work, and the exploration of future development strategies has remained at a shallow level. In the extensive diversification development, many problems have gradually emerged that urgently need to be solved. The adjustment and optimization of diversification strategy is imperative. Based on strategic management theory, this thesis selects T State-owned Group as the research object, and uses literature research, case study analysis, and interview research methods, based on T Group's internal and external conditions, it focuses on how to solve the problems of diversification strategy and how to scientifically implement diversification strategy, and proposes an optimization plan for diversification strategy. The aim is to help the company reshape its core competitiveness, while also providing experience and reference for other similar state-owned group companies to implement diversification strategies. Firstly, this thesis introduces the concepts of state-owned group companies and state-owned enterprise reform, and summarizes the relevant research literature on topics such as diversification strategy at home and abroad. Secondly, the development process and operational status of T Group's diversification strategy were elaborated. Through interviews and communication with company management and external experts, key issues and underlying reasons for T Group's diversification strategy were revealed. Furthermore, by analyzing the strategic environment in which T Group operates, identifying the opportunities and threats for T Group's future development in industrial investment and other areas, and exploring the competitive advantages and weaknesses within T Group that need to be improved, laying the foundation for the next strategic optimization. Thirdly, based on the aforementioned analysis, design a strategic optimization plan for T Group. On the one hand, formulate development strategies for diversified industry layout classification. On the other hand, increase the collaboration between upstream and downstream of the industrial chain. Concrete implementation will be carried out in five aspects: consolidating core business advantages, cultivating strategic emerging industries, exiting unrelated diversified businesses, empowering industrial development through scientific research and innovation, and adjusting diversified management structures. In addition, to ensure the effective implementation of these strategic measures, it is recommended that T Group establish a three-tier governance structure and differentiated performance evaluation system, attach importance to the construction of concentric culture and diverse brands, enhance the adaptability of financial budgets, and optimize debt structure. Finally, the research content of this thesis was summarized and future prospects were discussed. Through the case of T Group, it can be found that diversification strategy has not only expanded the business scale and created new development opportunities for T Group, but also brought challenges to the company's next development. This thesis provides an in-depth analysis of T Group's diversification strategy. It helps T Group achieve high-quality development and better serve local economic and social development. It also enriches the case studies in the field of diversified group companies. However, the formulation and implementation of enterprise development strategy is a dynamic and updated process. In the future, T Group can continue to track and analyze the effectiveness of its development strategy implementation, and provide continuous improvement suggestions.
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