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1、分类号 学校代号 10561UDC 密级 学 号 200420118273工商管理硕士学位论文广州市客轮公司战略转型学位申请人高峰导师姓名及职称李业 教授所在学院工商管理学院论文提交日期分类号 学校代码:10561UDC 密级 学 号:200420118273华南理工大学学位论文广州市客轮公司战略转型高峰指导教师:李业 教授工商管理学院申请学位级别:硕士专业名称:工商管理 论文提交日期:2006.05. 答辩日期:2006.05.学位授予单位和日期:华南理工大学答辩委员会主席:论文评阅人: 华南理工大学学位论文原创性声明本人郑重声明:所呈交的论文是本人在导师的指导下独立进行研究所取得的研究成果
2、。除了文中特别加以标注引用的内容外,本论文不包含任何其他个人或集体已经发表或撰写的成果作品。对本文的研究做出重要贡献的个人和集体,均已在文中以明确方式标明。本人完全意识到本声明的法律后果由本人承担。作者签名: 日期: 年 月 日学位论文版权使用授权书本学位论文作者完全了解学校有关保留、使用学位论文的规定,同意学校保留并向国家有关部门或机构送交论文的复印件和电子版,允许论文被查阅和借阅。本人授权华南理工大学可以将本学位论文的全部或部分内容编入有关数据库进行检索,可以采用影印、缩印或扫描等复制手段保存和汇编本学位论文。 保密,在 年解密后适用本授权书。本学位论文属于不保密。(请在以上相应方框内打“
3、”)作者签名: 日期: 年 月 日导师签名: 日期: 年 月 日摘 要随着改革开放的深入发展,我国经济取得了连续多年保持快速增长势头。与此同时,市场化程度越来越高,市场竞争日趋激烈。国有企业如何适应环境的变化,如何把握机会,避开威胁,特别是面临困境,如何实现战略转型,是一个具有现实意义的研究课题。本文以广州市客轮公司为研究对象,综合运用了经济学、战略管理、营销管理等专业理论和方法对广州市客轮公司战略转型进行了分析。广州市客轮公司成立于1952年,是一家国有企业,成立之初的主营业务是做珠江两岸的轮渡业务。1986年公司客运量达到高峰,年轮渡客运量达1.1亿人次。在我国经济高速发展的过程中,广州市
4、于二十世纪九十年代大力发展城市建设,到1998年,珠江上的公路桥由建国初的一座发展到八座。城市路桥交通功能的凸现,使客轮公司的轮渡业务日渐衰微,公司的客运量以每年20%的幅度逐年下降,至1999年下降至1700万人次。面对生存危机,客轮公司在新领导的带领下,积极寻找市场机会,拓展公司业务。通过实施多元化策略,发展出租车业务、广告业务、二次供水业务、水清洁业务等多项业务,同时根据业务发展的需要进行组织结构调整,并且推行经营承包责任制、竞争上岗、安置冗余人员等一系列内部改革措施。该公司还抓住了珠江环境美化的市场机会,通过市场机会与内部资源、能力的有效匹配,果断进行了战略转型,成功的将企业的内部优势
5、与外部机会结合起来,不但化解了生存危机,而且企业得到快速发展,取得了良好的经济效益与社会效益。本文对广州市客轮公司战略转型进行了分析,运用PEST方法分析了客轮公司所处的外部环境条件,运用SWOT分析法指出公司外部环境机会、威胁和内部环境优势、劣势;运用波士顿矩阵对客轮公司的业务进行了分析。通过理论分析,本文总结客轮公司战略转型成功的主要原因如下:成功抓住市场机会;公司定位准确,充分发挥了公司的资源和能力优势;在转型过程中营销策略运用得当,从而促成了客轮公司战略转型的阶段性成功。 作为一家国有企业,广州市客轮公司的战略转型案例分析对我国许多处于困境中的国有企业具有一定的借鉴意义。关键词:国有企
6、业,战略转型,业务结构调整ABSTRACTWith the deeper of reform and opening up, Chinas economy has maintained a rapid growth in the follow years. At the same time, the degree of marketization is increasing, state-owned enterprises had to adapt to changing circumstances, and how to extricate them from trouble, search
7、 for new development opportunities and achieve strategic transformation is a realistic objective.The ferry company in Guangzhou is the study object, theory and methods of the economics, strategic management, marketing management, professional are integrated in the analyses. Founded in 1952, Guangzho
8、u ferry company is a State-owned enterprises. The main business at the beginning of the founding is the Pearl River cross-strait ferry operations. Passenger traffic reached its peak in 1986, ferry passengers amounted to 1.1 million passengers in that year. Along with the rapid development of Chinas
9、economy, Guangzhou City had vigorously developed urban construction in the 1990s. Until 1998, there are eight bridges on Pearl River as compared with only one at 1949. As urban transport functions become more and more convenience, the passenger of ferry companies reduce rapidly, the company lose its
10、 passenger at a rate of 20% per year. In 1999, the passengers had dropped to 17 million.Faced with the crisis of survival, ferry companies not only defuse a crisis of survival, but also enable enterprises to achieve rapid development through actively identifying the market opportunities and expandin
11、g the business- the development of taxi operations, advertising, two water operations, water treatment and internal reform of the company, and at the same time seize the Pearl River landscaping market opportunities. Through internal resources and capabilities effective matching decisive for the stra
12、tegic restructuring, successful enterprises will be the internal strengths and external opportunities combined under the new leadershipThe strategic restructuring of Guangzhou City ferry companies analyses use pest analysis methods as external environmental conditions and external environment for co
13、mpanies ,use SWOT law opportunities as threats and internal environmental advantages and disadvantages; Boston matrix for the use of the companys business involving the analysis. In 2000, the original business without prospects for development, unsustainable to companies survive, the company was for
14、ced to conduct business transformation. Summed up the strategic restructuring of the company successful launches reasons : the external environment successfully seize opportunities; Accurate positioning of the company, and give full play to the advantages of the companys resources and capabilities; Marketing strategy in the transition process used properly, contributed to the success of this phase transition involving corporate strategy.As a state-owned enterprise, Guangzhou cases corporate strategy analysis of the plight has certain experiences for other company.Key Words: