海达集团多元化战略协同发展问题研究(论文17000字)
摘 要
多元化战略属于企业常用的一种战略手段，在当前越来越残酷的竞争情况下，这种战略有利于公司的发展和壮大，没有计划的实施这个策略会造成企业重大损失。辽宁海达集团是是一家玻璃制造企业，它的业务有对玻璃进行改进、旅游向导等一体化的集团公司。理性的分析该单位现状、严谨的进行前景分析，有利于企业完善相关战略，实现企业的可持续发展，提升自身实力给企业创收本文的目的。
本文以海达集团为案例，文章首先介绍海达集团基本情况，描述了公司多元化面临的五力分析，提出巩固玻璃深加工行业的主导地位,保持平板玻璃在行业内的规模优势,酒店餐饮行业要走品牌发展之路,旅游开发行业要提高盈利水平，适时向玻璃行业上下游延伸，积极向为平板玻璃及玻璃深加工行业服务的生产性服务业扩张的优化方案。希望通过对海达集团的研究，对公司多元化协同发展有所帮助，也希望能够为其他正在实施或即将实施多元化发展战略的公司提供一些参考。
关键词：多元化战略；战略管理；战略协同
Abstract
The diversification strategy is a strategy that is widely adopted by the company to a certain stage. In the context of increasingly fierce market competition, scientific and rational diversification strategy will help enterprises continue to do better and stronger, and blind implementation of diversification strategy will bring immeasurable loss to the company. Liaoning Haida Group is a company from the flat glass enterprises, to the glass deep processing, tourism development, hotel catering industry diversified development of the enterprise group. Calmly analyze the status quo of the company, scientific research and development situation, to help companies to further optimize the diversified layout, promote the company diversified and coordinated healthy development, and effectively enhance the profitability is the purpose of this article.
In this paper, the Haida Group as a case, to study its diversified strategy of collaborative development issues, both in line with the current state to actively encourage and support industrial transformation and upgrading of the background, but also in line with the company's own development needs. The article first introduces the basic situation of Haida Group, describes the company's diversification of the five forces facing the analysis, put forward to consolidate the dominant position of deep processing of glass, and actively develop related industries, the appropriate development of non-related industries diversified ideas, put forward to strengthen the glass deep processing industry Status, to maintain the scale of glass industry in the industry advantages, the hotel catering industry to take the road of brand development, tourism development industry to improve profitability, timely extension to the upstream and downstream glass industry, and actively to the flat glass and glass deep processing industry services Optimization of the expansion of the service sector. At the same time, the company proposed to further improve the measures, from the management mechanism, capital, human resources, corporate culture and other aspects of the smooth implementation of the diversification strategy. It is hoped that through the study of Haida Group, it will help the diversified and coordinated development of the company and hope to provide some reference for other companies that are implementing or are going to implement diversified development strategy.
Key words：diversification strategy; strategic management; strategic coordination
目 录
摘 要 I
Abstract II
一、绪论 1
（一）选题的目的和意义 1
（二）国内外研究现状 1
1.国外研究现状 1
2.国内研究现状 2
（三）研究内容和研究方法 2
1.研究内容 2
2.研究方法 2
二、海达集团公司多元化发展现状 4
（一）海达集团简介 4
1.简介 4
2.发展历程 4
3.组织结构 5
4.财务情况 5
（二）海达集团多元化发展现状 5
1.平板玻璃生产 5
2.玻璃深加工 6
3.旅游开发 6
4.酒店餐饮 6
（三）海达集团多元化发展存在的问题 6
1.多元化的部分行业比重太小 6
2.人才协同效应不明显 7
3.管理协同上还存在欠缺 8
4.跨行业边际成本较高 8
5.多元化的个别行业经营风险大 9
三、海达集团行业环境五力分析 10
（一）平板玻璃行业五力分析 10
1.平板玻璃行业潜在进入者的威胁 10
2.平板玻璃行业上游供应商讨价还价能力 10
3.平板玻璃行业下游购买者讨价还价能力 10
4.平板玻璃行业替代品的威胁 10
5.平板玻璃行业现有企业间的竞争 11
（二）玻璃深加工行业五力分析 11
1.玻璃深加工行业潜在进入者的威胁 11
2.玻璃深加工行业上游供应商的讨价还价能力 11
3.玻璃深加工行业下游消费者讨价还价能力 11
4.玻璃深加工行业替代品的威胁 11
5.玻璃深加工行业内现有企业竞争 12
（三）酒店餐饮行业五力分析 12
1.酒店餐饮行业潜在的新进入者的威胁 12
2.酒店餐饮行业供应商讨价还价的能力 12
3.酒店餐饮行业购买者讨价还价的能力 12
4.酒店餐饮行业替代品的竞争 13
5. 酒店餐饮行业内现有企业的竞争 13
（四）旅游开发行业五力分析 13
1.旅游开发行业潜在进入者威胁 13
2.旅游开发行业供应商讨价还价能力 14
3.旅游开发行业购买者讨价还价能力 14
4.旅游开发行业替代品的威胁 14
5.旅游开发行业产业内现有企业竞争 14
四、海达集团多元化战略协同发展优化和保障 15
（一）多元化战略协同发展思路 15
1.强力打造核心竞争力 15
2.优化多元化业务结构 15
3.保持程度上的适当和时间上的准确 15
（二）多元化战略协同发展的方向选择 15
1.巩固玻璃深加工行业的主导地位 15
2.保持平板玻璃在行业内的规模优势 16
3.酒店餐饮行业要走品牌发展之路 16
4.旅游开发行业要提高盈利水平 16
5.适时向玻璃行业上下游延伸 16
6.积极向为平板玻璃及玻璃深加工行业服务的生产性服务业扩张 16
（三）海达集团多元化战略协同发展的保障措施 17
1.管理机制保障 17
2.资金保障 17
3.人力资源保障 17
4.企业文化保障 18
结 论 19
参考文献 20
致 谢 22 |
