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论文编号：	3873
作者编号：	2120092655
上传时间：	2011/11/30 14:12:14
中文题目：	CMP集团经营战略研究
英文题目：	Research on Business Strategy of CMP Group
指导老师：	张永强
中文关键字：	CMP集团;耐火材料;经营战略
英文关键字：	CMP Group;Refractories;Business Strategy
中文摘要：	CMP集团成立于1993年。成立之初，公司抓住机遇，取得了迅速的发展和良好的业绩。近几年来，随着外部行业环境不断变化，公司面对的竞争越来越激烈。而且公司已经由最初单一的耐火原材料业务发展为拥有包括煅烧高岭土、彩色防滑路面等多个业务的集团性企业。在新的形势下，原有的经营思路已经不再适用。若想谋求持续的发展，必须结合新的外部环境，制定符合自身实际的新的经营战略。本文首先提出了本研究的研究背景和意义，然后简单介绍了战略管理的概念和过程以及文章所用一些的战略管理理论和分析工具。紧接着，运用PEST分析法分析目前CMP集团所面临的宏观环境；运用迈克尔波特的五力模型，对集团各个业务的产业环境进行分析。接下来，从资源和能力的角度对CMP集团内部环境进行分析。然后在环境分析的基础上，通过麦肯锡矩阵分析法，对CMP集团未来发展重点进行选择；运用SWOT分析法，分析CMP集团各个业务的竞争优势和竞争劣势，面临的外部机会和挑战。最后找出切实可行的发展方向。再结合波特的竞争战略理论，对目前CMP集团的各个业务进行战略选择。通过分析，得出以下经营战略方向：耐火原材料业务应采用差异化战略，保持行业内的领先位置。作为公司的核心业务，未来应进行纵向一体化扩张，保持差异化优势。耐火原材料业务应作为未来的发展重点。煅烧高岭土业务应采用成本领先战略，不再进行扩张。彩色防滑路面业务有着很好的市场前景，应利用差异化战略，适当加大投入，但不必作为发展重点。文章的最后提出相应战略的实施途径和措施。
英文摘要：	CMP Group (CMP or the group) was established in 1993. The group seized the opportunity to achieve rapid development and performed quite well during its early stages. However, it faces increasing competition in recent years as the external environment changes, and CMP has shifted from a single business company to a group involved in various business such as calcined kaolin and color anti-skid road surface business. Former business concept is no longer suitable for the group and there is a great need for the group to analyze the external environment, and combine its resources and capabilities to work out practical business strategies in order to pursue sustainable development. This dissertation firstly studied the background and significance of the research, and briefly introduced concept and processes of strategic management, as well as some strategy management theories and analytical instruments around it. Then it uses PEST analysis to identify the group’s current macro-environment, and uses Michael Porter’s Five Forces Model to analyze each of the Group’s industrial environments. Then we look at the internal environment of CMP from its resource and capability perspective. And based on these environmental analyses, the paper uses Mckinsey Matrix to locate CMP’s future development direction. And then it use SWOT analysis to analyze external opportunities and challenges, competitive advantages and disadvantages of each business. Finally, the paper chose the appropriate strategy for each of CMP’s business in association with Porter’s competitive strategy theory. The following directions were recommended at the end: CMP is expected to adopt differentiation strategy to refractories raw materials sector, to maintain its leading position in the industry. As the core business of CMP, this sector needs to be expanded by vertical integration. In the calcined kaolin business, CMP should stop expanding and taking consideration of the overall cost leadership strategy. Differentiation strategy should be applied to color anti-skid road surface business. The investment should be appropriately to this business as it is not the focus of CMP Group. The paper is concluded with the implementation approach and measures to achieve the strategy.
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