本文以Sffl)Q集团总公司为研究对象,紧紧围绕战略管理的战略定位、战略选择、
战略实施这三大支柱,从介绍集团的概况和战略规划的具体情况幵始,剖析了集团在战
略规划方面存在的自身定位模糊、发展目标不确定、发展策略不清晰这三个问题,通过
应用内外部环境分析、五力模型理论、SWOT分析、对标管理等理论,强化了集团的战略
性研究,筛选确定了集团主业,明确了集团下一步重点发展的新业务,构建了集团下一
步发展的战略目标及针对这些目标所釆取切实的保障措施。
本文的研究对于SPiDQ集团更加清晰的认清形势,找到差距,找准定位,同时发掘
自身的优势和特点,确定主业,拓展新业务,具有一定的指导作用。
关键词:装备制造业;战略规划;战略定位;战略选择;战略实施
Abstract
Since the 21st century, the international competitiveness of large-scale equipment
manufacturing enterprises has improved dramatically, but the gap still exists between the
Chinese manufacture and world-class enterprises, which are mainly due to unclear
development strategy, lack of independent innovation and poor motivation mechanism. A
group of successful homeland large-scale equipment manufacturing enterprises, who is able to
compete with world-class players such as Siemens and GE,are urgently needed.
This dissertation uses SHDQ Group (Shanghai Electric) as research subject and focuses
on three key factors of strategy orientation, selection and implementation. Starting with the
analysis of the company background and strategy planning, three tasks are poorly executed
(self-orientation, development target and development strategy). By applying some strategy
planning tools, Internal and external environment analysis, Five Forces, SWOT and
benchmark management, the strategy research was strengthen, core business was determined
and the next development step was fixed. Furthermore, by advancing and supporting the
company's strategic objectives, this dissertation has also brought out some effective guarding
measures.
As the result, this dissertation helps SHDQ Group to foresee its market situation more
clearly and realize its advantages and core business. The dissertation could be a valuable
research for the company in the future.
Keywords: Equipment manufacture; strategy planning; strategy orientation; strategy selection;
strategy implementation
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