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论文编号：	7850
作者编号：	2120132459
上传时间：	2015/12/7 20:26:19
中文题目：	国有资本运营平台TSI公司的竞争战略研究
英文题目：	The Competitive Strategy of State-owned Capital Operation Platform TSI Company
指导老师：	周建教授
中文关键字：	国企改革，国有资本运营平台，竞争战略
英文关键字：	reform of SOEs, state-owned capital operation platform, competitive strategy
中文摘要：	随着国企改革不断深化，国资委“管人、管事、管资产”的职能定位造成了如今政企合一、职责不清的局面。政府部门所追求的行政目标及其行政化的管理方式与企业所追求的经济目标及市场化的运营方式之间的冲突的矛盾难以调和。因此，如何准确把握出资人职能定位以及如何市场化提升收益率成为新一轮国企改革的关键所在。十八届三中全会中提出要改革国有资本授权经营体制，组建国有资本运营公司，从管资产向管资本转变，去除国资委对企业的直接干预，真正实现出资人的定位归回。TSI公司作为天津市国有资本运营平台公司，如何在突出自身政策性功能的同时更加讲求投资运营方式的商业化和市场化以及如何构筑自身在国有资本运营效率和流动性上的竞争优势，成为公司亟待研究的课题。 本文共分为六个部分，第一部分主要阐明了研究背景及研究意义；第二部分介绍了国有资产管理体制的改革历程及国有资本运营公司的发展进程，并回顾了竞争战略的相关概念；第三部分运用战略分析工具详细分析了公司的宏观环境、产业环境及内在环境；第四部分通过SWOT分析法对公司竞争环境加以分析，并制定出公司适用的竞争战略；并在第五部分中提出战略实施应采取的调整措施；第六部分是对本文研究的结论进行总结和阐述。 通过上述的研究分析，本文得出结论，TSI公司应采取差异化集中的竞争战略，分别从以国有资本运营平台开展资产重组业务，利用境内外联动模式进行股权投资业务，以及利用境内外债务融资优势开展融资业务这三方面获取竞争优势，并从组织结构、风险控制、组织文化三方面进行战略调整。本文以国有资本运营公司为研究对象，具有明确的现实意义和研究价值，研究成果为TSI公司的竞争战略制定提出了合理的建议，具有可操作性的实践价值，同时也为其它国有资本运营平台公司在进行竞争战略研究的时候提供了有价值的参考。
英文摘要：	With the continuous deepening of reform in state-owned enterprises (SOEs), the function orientation of “managing people, work, and assets” of the State-owned Assets Supervision Administration Commission (SASAC) has also led to mixed up functions and responsibilities of the government and enterprises. The contradiction between the administrative target pursued by governmental departments with its administrative management and the economic target sought by enterprises with its market-oriented operation is hard to compromise. Therefore, how to precisely grasp the function and position of investors and how to improve the yield rate through commercialization constitute the key for new round of SOEs reform. It is pointed out at the third plenary session of the eighteenth central committee that the authorized management system for the state-owned asset is ought to be reformed and the state-owned asset operation company is needed to set up in order to change from asset management to capital management, deprive the SASAC of its direct interference on enterprises and return to the investors their true position. And for TSI Company, the Tianjin state-owned asset operation platform enterprise, the topics like how to seek for the commercialization and market-orientation of investment operation while highlighting its policy-oriented function and how to construct its competitive edges on its efficiency and mobility on state-owned assets need to be researched urgently. This paper is divided into six parts. The first part briefly elaborated the research background and research significance. The second part introduces the reform course of state-owned assets management system and state-owned capital operation of the company's development process, and reviewed the related concepts of competitive strategy. The third part analyzes the company's macro environment, industry environment and internal environment. The fourth part through the SWOT analysis method to finds suitable competitive strategy of company. And in the fifth part puts forward the strategic implementation of measures should be taken. The sixth part summarized and expounded the conclusion of this article research. In accordance with the above guidelines, the paper concludes that TSI Company should adopt focused differentiation competitive strategy to carry out the assets restructuring, equity investment and financing business, then make strategic adjustment from the company’s organization structure, risk control and organizational culture. This essay taking the state-owned asset operation companies as research objects embodies specific realistic significance and research value. Its research findings offer reasonable suggestions for the competitive strategy scheme of TSI Company with workable practical value and meanwhile provide a meaningful reference for other state-owned asset operation platform enterprises when making competitive strategy.
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