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论文编号：	4847
作者编号：	2120102397
上传时间：	2012/12/12 14:29:27
中文题目：	基于DFS跨国集团战略变革的研究和启示
英文题目：	Research and Enlightenment Base on the study of DFS Transnational Group Strategic Change
指导老师：	张玉利
中文关键字：	战略变革 业务模式重组 本土化 绿色创新精神
英文关键字：	Strategic Change Business Scenario Localization Innovation of Green Industry
中文摘要：	企业在面临困难时，常常将战略变革作为摆脱困境的手段，而战略变革作为战略管理的一个分支，越来越受到管理者的重视。在一个快速变化的商业环境下，任何一个组织试图一成不变地借鉴或采取过去的成功模式是不可能获得持久的竞争优势的。那些不善于采取变革和创新的组织，迟早将会失去竞争力，甚至被社会所淘汰。在未来社会里，组织变革和创新已经成为一种常态，如何对付变革或积极采取变革是每一个企业都应该注意的重要内容。战略是一个稳定而非变化的概念。组织追求战略，是为了保持目标的一致性。但有时组织为了 对变化了的环境作出反应，也不得不抛弃既定的的发展方向及改变战略。DFS集团1933年在丹麦创立，经过近80年的发展历程，已经成为丹麦最大的跨国工业集团之一。作为一家历史悠久的企业，DFS集团带有鲜明的特点，经历过家族掌门人至职业经理人的反复变换，集团的战略也不断变革，对研究跨国集团的战略变革具有代表意义。 本文在研究时采用了战略变革相关的理论。相关理论回顾中主要有：第一、企业战略变革理论的概述，包括战略变革理论起源及涵义界定和研究战略变革的相关视角；第二、企业战略变革的实施，包括影响战略变革的因素、战略变革的效果分析、影响战略变革的障碍；第三、跨国企业的战略变革，包括跨国企业概述和跨国企业的战略变革回顾。第三章对DFS集团战略变革的动因进行了分析：首先是对变革前DFS集团的概况的分析，变革前DFS集团的主要特点有多业务的发展模式以及家族成员为主导的公司治理结构和控制体制；其次对DFS集团当时的环境进行了PEST分析，包括政法的环境、经济环境、社会文化的环境、技术的环境、宏观环境的变化为DFS集团带来的挑战与机遇 。第四章具体研究了DFS集团战略变革的策略和过程：第一研究了DFS集团战略变革过程，包括变革后的DFS集团理念和过程；第二研究了DFS集团战略变革的实施 ，主要包括管理团队变化、重新定位后的公司战略、新发展方向和业务模式重塑；第三是DFS集团由“产品”至“解决方案”的产品规划的转变。第五章分析了DFS集团战略变革后的效果：第一分析了在中国业务的扩展情况，随着中国经济的发展，中国市场逐渐成为DFS集团全球第二大市场，其各个事业部的发展历程涵盖了DFS集团战略变革的各个方面，对分析DFS集团的全球战略变革具有代表意义，主要包括本土化的强化、DFS集团中国的投资情况、新解决方案与地方政府的合作；第二分析了2012年上半年财务状况，有财务状况可以看出DFS集团的变革逐渐扭转了经济危机给企业带来的不利影响，集团的现金流正在得到改善；第三分析了更新后的平衡计分卡绩效评价体系，在变革中，DFS集团建立了新的平衡计分卡绩效评价体系，对公司整体战略的贯彻以及员工绩效的提高都起到了积极的作用。最终在第六章得到了研究结论与启示：第一、研究结论包括家族企业的管理模式的研究、以及以丹麦企业为代表的北欧绿色创新精神的研究；第二得到的启示有对中国跨国企业经营管理的启示、保持和发展企业的核心竞争力、时刻保持技术创新和独特性。 本论文的主要创新之处在于：本文首先对战略变革的概念，以及战略变革理论的发展历程进行了回顾。在此理论指导下，对DFS集团战略变革前的业务模式和治理结构进行了研究，通过PEST分析法等工具，指出了当时外部环境变化为DFS集团带来的机遇和威胁，以及DFS集团当时战略面临的挑战，论述了DFS集团进行战略变革的必要性。总结了DFS集团的战略变革过程和策略，主要包括理念变化，崭新的战略，管理团队变化，业务模式重组及发展方向变化。并以DFS集团中国区为主对此次变革的效果进行了评价。最终归纳并总结了DFS集团的独有管理模式和创新精神，旨在为中国新增长的跨国企业的战略发展提供有益的借鉴与启示。
英文摘要：	In the face of difficulties, enterprise often as a strategic change out means, and strategic change as a branch of strategic management, more and more get the attention of the managers. In a rapidly changing business environment, any business group can’t keep competitive advantage with their past successful mode. Those who are not good at take reform and innovation in organization, sooner or later will lose competitiveness, even by the society out. In future society, organizational change and innovation has become a normal, how to deal with change, or take positive change is each enterprise should pay attention to important content. Strategy is a stable and not the concept of change. Organization the pursuit of strategy, in order to keep the consistency of the target. But sometimes organization in order to changes in the environment to make reaction, also to abandon established development direction and strategy of change. DFS Group was founded in 1933 in Denmark, after nearly 80 years of development, DFS became one of the largest global industrial group in Danish.As a long history of enterprise, DFS have distinct characteristics, the power of the management have repeated many time from family to professional .So it is a good example to study the strategy change of multinational group. This thesis based on the study of the strategic change related theory. A review of the relevant theory are mainly: first, the enterprise strategic change theory the paper, including strategic change theory origin and connotation definition and research strategy change related perspective; Second, the implementation of enterprise strategic change, including the influence factors of the strategic change, strategic change effect analysis, influence strategic change obstacles; Third, transnational enterprise strategic change, including the multinational enterprise outline and multinational enterprise strategic change review. The third chapter to DFS group strategy change agent are analyzed: the first is to change the former DFS group general situation of analysis, change before the main characteristics of DFS group how business development mode and family members for the leading corporate governance structure and the control system; Secondly for DFS group at that time, the environment on the PEST analysis, including the political environment, economic environment, social and cultural environment, technical environment, the change of macro environment for DFS group challenge and opportunity. The fourth chapter concrete research the DFS group strategy change strategy and process: the first studies the DFS group strategy transformation process, including the change of DFS group idea and process; The second study the DFS group strategy implementation of the reform, including the management team change, after the repositioning of the company strategy, the new development direction and business model to reshape; The third is DFS group is made up of "product" to the "solution" the change of product planning. The fifth chapter analyzes the DFS group strategy change after the effect: the first analyzed the expansion of business in China, with the development of China's economy, China's market gradually become DFS group, the world's second largest market, its each business development course covers the DFS group strategy change each aspect, on the analysis of DFS group's global strategy change representative, mainly including the localization of reinforcement, DFS group China's investment situation, the new solutions and local government's cooperation; The second analyses the financial situation in the first half of 2012, there are financial condition can see DFS group change gradually turn the economic crisis to enterprise to bring the negative impact of the group's cash flow is improved; The third analyzes the updated balanced scorecard performance evaluation system, in the process of change, DFS group established new balanced scorecard performance evaluation system for the implementation of the strategy of the company as a whole and the improvement of the performance of the employee has played a positive role. Finally, in chapter 6 got the research conclusion and enlightenment: first, the research conclusion including family enterprise management mode of research, and to the Danish enterprise as a representative of Nordic green innovation spirit; The second get enlightenment to Chinese multinational enterprise manages the management the enlightenment, keep and development core competitiveness of the enterprise, at all times maintain a technical innovation and uniqueness. This thesis first review the concept of strategic change, and the development course of the theory of strategic change. Under this theory, we studied the strategic change to DFS group about the business model and governance structure. By the PEST analysis tools, this thesis points out the external environment changes at that time which bring opportunities and threats to DFS Group, and the challenges, this thesis also discusses the necessity of this strategic change. Then this thesis summarizes the strategic transformation process and strategy of DFS, mainly including the idea change, new strategy, management team change, business model restructuring and development change of direction. And the emphasis of this thesis is the strategic change effect on DFS China. Finally this thesis summarizes the unique management model and innovation spirit of DFS Group, it provides the beneficial reference and enlightenment to the new Chinese long multinational enterprise's strategic development
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