企业在发展到一定程度之后，会遇到发展的瓶颈和面临许多问题。 多元化经营战略是企业发展到一定程度之后，出于规避风险，提高企业 经营业绩的考虑而采用的一种经营战略。自上世纪五十年代首次提出后， 渐渐为众多企业才采用，成为一种主流。采用合适的多元化经营能促进 企业的快速发展，创造颇丰的收益，反之，则不利于企业发展。多元化 战略根据与原有业务是否相关可分为相关多元化战略和非相关多元化 战略。在企业进行多元化战略的选择时如何因企制宜就非常的重要，同 时企业的选择何种形式的多元化战略也将影响企业的绩效。 H集团是一家历史悠久的国内大型国有钢铁企业。出于钢铁企业的 行业周期性，为了分散企业风险，获取更好的利润，促进公司的发展， 自上世纪90年代开始，它在开始了多元化发展道路，在相关产业中涉 足钢铁贸易板块、环保板块等，在非相关多元化产业中先后涉足房地产 业、旅业、数字产业、教育产业、健康产业等产业。H集团的非相关多 元化战略在一定时期反哺了钢铁主业的发展，促进企业的持续发展，从 这一点可认为其取得了一定的成果。但是，H集团在实行非相关多元化 战略中，也存在着问题，若对这些问题置之不理则会影响公司非相关多 元化战略的实行，阻碍公司的发展。随着经济社会的发展，竞争环境变 得日益复杂，市场机遇稍纵即逝，如何科学、合理的布局产业，如何促 进多元产业在严峻的市场竞争中得到发展，是集团发展非相关多元化战 H集团非相关多元化战略选择与实施研究 II 略首要考虑的问题。 本文将H集团作为研究对象，通过搜集该集团大量史实资料和查阅 众多文献，对其非相关多元化战略进行案例分析。本文首先对H集团的 概况进行介绍，简单介绍了该集团的企业信息，对H集团的主业和相关 多元化进行分析，接着对H集团的非相关多元产业进行分析。其次，对 H集团发展非相关多元化的动因进行分析。从H集团的“十三五”发展 规划、钢铁主业存在的问题和钢铁主业风险成因进行分析其分散主业经 营风险的动因，从H集团积累的总体优势、环保板块、数字经济板块和 技术创新板块的进行具体分析寻找新业务增长领域的动因。然后，通过 对H集团非相关多元化战略实施目标、实施情况和绩效进行研究，发现 其在非相关多元化战略实施中存在的问题。针对H集团发展非相关多元 化战略存在的问题，从产业协同、企业文化、运行机制、产业基金和人 才队伍建设等几方面提出对策。最后，对该集团的非相关多元化战略实 施情况进行总结，对完善非相关多元化战略提出建议，并期望对国内国 有钢铁企业实施非相关多元化战略有所参考。 关键词：钢铁企业，非相关多元化战略，战略选择，战略实施 H集团非相关多元化战略选择与实施研究 III THESTUDYOFHGROUP'SNON-RELATEDDIVERSIFICATION STRATEGYCHOICEANDIMPLEMENTATION ABSTRACT Afteracertaindegreeofdevelopment,enterpriseswillencounterbottlenecks indevelopmentandfacemanyproblems.Diversifiedbusinessstrategyisa businessstrategyadoptedafterthedevelopmentoftheenterprisetoacertain extent,inordertoavoidrisksandimprovebusinessperformance.Sinceitwas firstproposedinthe1950s,ithasgraduallybecomeadoptedbymanycompanies andhasbecomemainstream.Adoptingappropriatediversifiedoperationscan promotetherapiddevelopmentofenterprisesandcreatealotofbenefits.Onthe contrary,itisnotconducivetothedevelopmentofenterprises.Thediversification strategycanbedividedintorelevantdiversificationstrategiesandnon-related diversificationstrategiesbasedonwhetheritisrelatedtotheoriginalbusiness. Howtoadapttheenterprisetothechoiceofdiversificationstrategyisvery important,andthechoiceofdiversificationstrategywillalsoaffectthe performanceofthecompany. HGroupisalargedomesticstate-ownedsteelcompanywithalonghistory. Duetotheindustrycyclicalityofsteelcompanies,inordertodiversifycorporate risks,obtainbetterprofits,andpromotethedevelopmentofthecompany,since the1990s,ithasbegunadiversifieddevelopmentpathandinvolvedinthesteel tradingindustryinrelatedindustries.Theenvironmentalprotectionindustryhas beeninvolvedintherealestateindustry,tourismindustry,digitalindustry, educationindustry,healthindustryandotherindustriesinnon-relateddiversified industries.HGroup'snon-relateddiversificationstrategyhasfedbackthe developmentofthesteelindustryinacertainperiodoftimeandpromotedthe H集团非相关多元化战略选择与实施研究 IV sustainabledevelopmentofthecompany.Fromthispoint,itcanbeconsidered thatithasachievedcertainresults.However,HGroupalsohasproblemsin implementingnon-relateddiversificationstrategies.Iftheseissuesareignored,it willaffecttheimplementationofthecompany'snon-relateddiversificationstrategy andhinderthecompany'sdevelopment.Withthedevelopmentofeconomyand society,thecompetitiveenvironmenthasbecomeincreasinglycomplex,market opportunitiesarefleeting,howtoscientificallyandrationallylayoutindustries,how topromotethedevelopmentofdiversifiedindustriesinseveremarketcompetition, istheGroup'sdevelopmentofnon-relateddiversificationstrategiesTheprimary consideration. ThispapertakesHGroupastheresearchobject,andcollectsalarge numberofhistoricaldataofthegroupandconsultsmanyliteraturestoconduct caseanalysisofitsnon-relateddiversificationstrategy.Thispaperfirstintroduces thegeneralsituationofHGroup,brieflyintroducestheenterpriseinformationof thegroup,analyzesthemainbusinessandrelateddiversificationofHGroup,and thenanalyzesthenon-relatedmulti-industryofHGroup.Secondly,itanalyzesthe motivationofHGrouptodevelopnon-relateddiversification.Fromthe“13th Five-Year”developmentplanofHGroup,theproblemsexistinginthemainsteel industryandthecausesoftheriskofthemainbusinessofsteel,analyzethe motivationsofthemainbusinessrisks,theoveralladvantagesaccumulatedfrom HGroup,theenvironmentalprotectionsector,thedigitaleconomysectorandThe technicalinnovationsectionconductsspecificanalysistofindthedriversofnew businessgrowthareas.Then,throughresearchonHGroup'snon-related diversificationstrategyimplementationgoals,implementationandperformance,it findsproblemsintheimplementationofnon-relateddiversificationstrategies.In responsetotheproblemsexistinginHGroup'sdevelopmentofnon-related diversificationstrategies,countermeasureswereproposedfromtheaspectsof industrialsynergy,corporateculture,operationalmechanism,industrialfundand talentteamconstruction.Finally,itsummarizestheimplementationoftheGroup's non-relateddiversificationstrategy,proposessuggestionsforimprovingthe H集团非相关多元化战略选择与实施研究 V non-relateddiversificationstrategy,andexpectstoprovidereferenceforthe implementationofnon-relateddiversificationstrategiesbydomesticstate-owned steelcompanies. KEYWORDS:Steelenterprises，Non-relateddiversification,Strategicchoice, Strategicimplementation H集团非相关多元化战略选择与实施研究 VI 目录 第一章绪论..........................................................................................1 第一节选题背景..........................................................................................................1 第二节选题意义..........................................................................................................2 第三节研究内容和方法.............................................................................................3 一、研究内容..............................................................................................................3 二、研究方法..............................................................................................................5 第四节本文的创新点.................................................................................................5 第二章文献综述.................................................................................6 第一节非相关多元化战略概念和分类研究.............................................................6 一、非相关多元化战略概念......................................................................................6 二、多元化战略与非相关多元化战略分类..............................................................7 第二节非相关多元化战略选择动因.........................................................................8 一、外部动因..............................................................................................................8 二、内部动因..............................................................................................................9 三、其他动因理论....................................................................................................10 第三章H集团选择非相关多元化战略的动因...............................12 第一节H集团多元化产业介绍..............