A Dissertation Submitted to Guangdong University of Technology
for the Degree of Master
(Master of Business Administration)
Study on Strategic Optimization of GZ Company
Based on Balanced Scorecard Evaluation
Candidate: Ms.WANG Qiuyue
Supervisor: Vice Professor Ms. XU Jinhua
May 2022
School of Management
Guangdong University of Technology
Guangzhou， Guangdong，P. R. China， 510520
摘要
摘要
2014年 12月，交通运输部出台《关于全面深化交通运输改革的意见》，明确
指出要“理顺港口管理体制，推动港口资源整合，促进区域港口集约化、一体化发展”。
目前全国沿海各省基本完成了港口资源整合工作。考虑到珠三角地区港口资源整合
的复杂性，2017年广东省委省政府做出以广州、深圳为龙头整合珠江两岸港口资源
的部署。 GZ公司作为广州区域经营规模最大、综合服务功能最强的港口经营人，
在原有强化港口枢纽战略的基础上，提出了资源拓展战略（横向一体化战略）。在
加快广州区域深水码头建设，提升自身港口吞吐能力的同时，利用政府支持的有利
窗口期，加快珠三角区域港口的资源整合工作，进一步扩大市场占有率，巩固自身
市场地位。自 2017年 GZ公司上市以来，公司加速了资源拓展战略实施，先后并购
中山港航，合作建设佛山高荷码头、茂名广港、云浮物流港、韶关港和揭阳港。
在 GZ公司快速的扩张过程中，也暴露出一些问题。本文利用平衡计分卡的战
略评价功能，从财务、客户、内部控制和学习与成长四个维度23个指标着手，分析
了现有战略的实施情况，得出公司存在盈利能力不强，港口整合后与GZ公司的联
动性不强，资本运作能力不理想，重点码头的桥时效率下降，员工生产率没有明显
提升等问题。
本文通过重新分析企业的内外部环境，利用PEST和波特五力工具分析了公司
面临的宏观环境和产业环境，重新梳理公司内部的资源，提出 GZ公司的战略实施
优化思路。主要是在原有两大战略的框架下，深化战略的内容，特别要加强整合后
码头的管理，和加强现有码头和整合后码头的业务重组。具体到职能层面，本文给
出了在组织结构、人力资源和核心能力优化方面的方案，并提出了在管理层支持、
企业文化强化和财务保障等三个方面的保障措施以确保战略优化顺利实施。本文的
研究分析一方面给 GZ公司战略实施优化提供了一定的理论和指导意见，同时也为
国内其他港口企业整合和实施横向一体化战略的公司提供了借鉴和参考意义。
关键词：港口；战略实施优化；平衡计分卡； SWOT
I
广东工业大学硕士专业学位论文
Abstract
In December2014, theMinistry of Transportissued Opinionson Deepening
Transportation Reform Comprehensively，which clearly pointed out to "work on the port
management system, promote the integration of port resources and promote the intensive
and integrated development of ports in regions". At present, the coastal provinces in
China have basically completed work on the integration of port resources. Considering
the verity and complexity of port industries in the pearl river delta area, in 2017, the
Guangdong provincial government has made a decision to push forward integrating port
resources on both sides of the Pearl River leading by Guangzhou port and Shenzhen port.
As the port operator with the largest business scale and the strongestcomprehensive
service ability in Guangzhou, GZ company has put forward another strategy on resource
expansion (horizontal integration strategy) besides the original port hub strategy. While
speeding up the construction of deep-water terminals and improving its port handling
capacity, GZ port should take advantage of the favorable window period supported by the
government to speed up the resourceintegration of ports in the pearl river delta, to
further expand the market share, thus cementing its market position. Since listed in stock
market in 2017, the company has accelerated the implementation of resource expansion
strategy, successively acquired Zhongshan port, and cooperated in the construction of
Foshan Gaohe port, Maoming port, Yunfu Logistics Port, Shaoguan port and Jieyang
port.
In the rapid expansion process, the company encounters some problems. Using the
strategic evaluation tool of balanced scorecard, this thesis analyzes the implementation
of the existing strategy from the four dimensions, and come with an evaluation reslut.
Facing issues like weak profitability, weak linkage after port integration, unsatisfactory
capital operation ability, decline in bridge efficiency of key terminals, and no significant
improvement in employee productivity, GZ company still has problems in organizational
structure, human resource management, corporate culture and core competence.
By using PEST and Five Force tools, and further analyzing the external environment
of the enterprise, this thesis analyzes the macro environment and industrial environment
faced by the company, and the internal resources of the company. Thus the thesis put
forward aims at strategic optimization.To strengthenthe management after terminal
integration, and strengthen the business linkage between the existing terminal and the
integrated terminals are the main optimization content. At the practical level, this thesis
II