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论文编号：	8011
作者编号：	2120132754
上传时间：	2015/12/10 10:23:00
中文题目：	中海油海事技术服务（天津）有限公司发展战略研究
英文题目：	Development strategy research of CNOOC Marine Technology Service (Tianjin) Co., Ltd
指导老师：	韩德昌
中文关键字：	发展战略;中海油;海事技术;发展环境;战略选择
英文关键字：	developing strategy;CNOOC;marine technology;development environment;strategic choice
中文摘要：	随着经济全球化的快速发展，国际航运业呈现出崭新的发展模式，在航运资源相对密集的区域，传统海事服务业正在向知识密集型的现代海事服务业转变，海事咨询业作为咨询行业的一个专业领域，是现代航运服务业的重要组成部分。在行业竞争日趋激烈的背景下，中海油海事技术服务（天津）有限公司于2015年应运而生，立足石油行业海事管理领域，为客户提供海事咨询和技术服务。初创期的海事技术服务公司如何在市场竞争的浪潮中占有一席之地，如何审时度势制定企业发展战略，谋得公司发展壮大的契机，是海事技术服务公司高级管理层面临的重要现实问题。 本文的写作过程中，采用理论联系实际、定量与定性分析结合、案例研究等方法，对海事技术服务公司进行了全面的剖析。运用PEST分析法、波特的五种力量分析模型对海事技术服务公司所处的外部环境进行了论述，总结出公司面临的外部机遇与威胁。在企业内部环境分析方面，运用战略资源分析方法，对海事技术服务公司内部战略资源进行了识别，归纳出企业的内部优势与劣势。借助SWOT矩阵分析方法对公司情况进行综合分析，形成四种企业发展战略组合，根据海事技术服务公司所处的发展阶段特点，在不同发展时期选择了相应的发展战略。 本文研究认为，公司发展战略是对企业发展中整体性、长期性、基本性问题的规划，是公司结合内外部发展环境及自身优劣势所做出的具有战略前瞻性及一定高度的发展思考。海事技术服务公司应抓住内部优势与外部机遇相契合的大好时机，集中精力发展主营业务，扩大市场份额。战略层面上，公司发展战略的制定应以公司发展阶段为界限，短期选择扭转型战略，中长期选择增长型战略，运用现代企业管理理念和方法，整合公司战略资源，科学划分战略实施阶段，集中力量发展公司主营业务，合理开发辅营业务，逐步拓宽内外部市场，树立“中海油”独立品牌形象，提高海事技术服务公司的综合竞争力，完成公司初创期到成长期的过渡，促进公司的可持续发展。
英文摘要：	With the rapid development of economic globalization, the international shipping industry showing a new model of development, shipping resources in relatively dense areas, traditional maritime to knowledge-intensive service industries are transforming modern maritime services, maritime consulting industry as a consulting industry a professional in the field, is an important part of modern shipping service industry. In the context of an increasingly competitive industry, CNOOC Marine Technology Service (Tianjin) Co., Ltd. came into being in 2015, based on oil industry of maritime management, providing customers with the marine advisory and technical services. How to start-up of Maritime Technology Services Company occupies a wave of market competition in a place, how to assess the situation and formulate enterprise development strategies, finding opportunities to grow the company, it is an important practical issue of Maritime Technology Services Company senior management faces. The process of writing this article, the use of theory with practice, combining quantitative and qualitative analysis, case studies and other methods, Maritime Technology Services Company conducted a comprehensive analysis. Using PEST analysis, Porter's Five Forces analysis model for Marine Technology Services Company external environment were discussed, summed up the external opportunities and threats facing the company. In terms of internal corporate environmental analysis, the use of strategic resources analysis, Maritime Technology Services Company internal strategic resources for the identification, summed up the company's internal strengths and weaknesses. With the SWOT matrix analysis method to conduct a comprehensive analysis of the company, the formation of four combinations of enterprise development strategies, according to the characteristics of the stage of development of Maritime Technology Services Company, in different stage of development chosen the appropriate strategy. This paper believes that the company developing strategy is a project of the development of enterprises in the overall, long-term, basic issues, and it is the thinking of the combination of internal and external development environment and its own advantages and disadvantages which made by a strategic perspective and a certain degree of development and positioning. Marine Technology Services Companies should seize the internal advantage and external opportunity corresponds to the time, focus on the development of main business, expand market share. On the strategic level, Company development strategy formulation should be boundaries of the development stage, select reverse strategy in short-term, select growth-oriented strategy in long-term and use modern business management concepts and methods, integrate the company's strategic resources, the scientific division of the strategy implementation stage, focus forces to develop the company's main business, the rational development of auxiliary camp business, and gradually broaden the internal and external market, establish a "CNOOC" independent brand image, improve the comprehensive competitiveness of Maritime Technology Services Company, to complete the company's start-up period of transition to growing and promoting the company's sustainable development.
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