摘要
20世纪五六十年代，多元化风潮兴起并达到高峰，20世纪八十年代，美国经济开始下滑，归核化热潮兴起。改革开放以后，中国政府积极推动多元化战略。企业核心能力理论和生命周期理论认为，企业选择多元化战略旳基础是立足于核心竞争力和抓住有吸引力的市场机会，只有二者高度匹15时企业的生命周期才能不断更替，从而保证多元化战略的实施。所以，在不同的发展阶段如何适时地选择多元化战略是本文研究的问题。
本文选取新万友集团作为研究对象，以企业生命周期理论、多元化战略理论、核心竞争力理论、核心竞争力与市场机会匹配理论为基础，基于核心竞争力和市场机会动态匹配的视角对企业的生命周期和多元化战略进行了深入研究。首先，通过收集案例背景信息对新万友集团所处的内外环境进行分析；其次，识别出新万友集团发展的生命周期，包括创业期、成长期、成熟期和持续发展期；然后，对新万友集团生命周期各阶段的多元化战略选择进行分析，得到不同的多元化战略实践；最后，针对新万友集团多元化战略的实施情况展开中国企业多元化战略实践的讨论。
研究表明，多元化战略是延续企业生命周期的有效手段，不同发展阶段企业的多元化战略是不同的。企业是核心能力和市场机会动态匹配的综合体系，二者必须高度匹配才能够支持其战略选择。因此，企业有必要对内部核心能力、外部市场机会之间的动态匹配状况进行客观评价，从而做出正确的多元化战略决策。
关键词：生命周期；多元化战略；核心竞争力；市场机会；新万友集团
Abstract
In the fifties and sixties of the 20th century, a trend of diversification has risen in theworld and a large number of European and American multinational companies began todiversify in order to spread risk, forming a diversified development peak. In the eighties ofthe 20th century, U.S. companies began to lose in several areas under the revival Japaneseagainst European companies, inducing the American business community and academicreflection on the strategy of diversifying and forming a refocusing trend. After the reform andopening up, the Chinese government promoted the diversification strategy actively. Thus,more and more Chinese firms began to choose the strategy under the influence of the westerndeveloped countries. As a “neutral” growth strategy, diversification is the inevitable choice ofenterprise sustainable development in the future, while the basis points are on the corecompetitiveness and choosing attractive market strategy. And from the perspectives ofenterprise core competence theory,enterprise life cycle is a process of dynamic matchingabout ability and market opportunities. Therefore, only when the core competitiveness andmarket opportunity can be highly matched,the enterprise life cycle can continue, thendiversified development strategy can be implemented. So, how to choose diversificationstrategy timely in different development stages is mainly discussed.
This article selects Dalian Xinwanyou Group as the research object according to theenterprise life cycle theory, diversified strategy theory, core competence theory, and thematch theory of core competitiveness and market opportunities, based on the dynamic matchof core competence and market opportunities. First of all, analyzing the internal and externalenvironment around the Xinwanyou Group by collecting the case background information;Secondly, identifying the life cycle of the Xinwanyou Group development, including start-upperiod, growth period, mature period and sustainable development period; Thirdly, makingdiversification strategy choice for the Xinwanyou Group in different stages of the life cycle toget different strategies of diversified practice; Finally, discussing the Chinese enterprises'diversification strategy in view of the results of the diversification strategy practiceimplementation of the Xinwanyou Group.
The study shows that the diversification strategy is an effective method for extending theenterprise life cycle, and it is different in different stages. The enterprise is an integratedsystem of the core ability and market opportunities matching dynamically. The matchingdegree of them is high enough to support its strategic choice. Therefore, if s necessary for theenterprise to make an objective evaluation on the dynamic match between the internal coreability and external market opportunities,and then make the right strategic decisions.
Key Words: Life cycle; Diversification strategy; The core competitiveness; Marketopportunities; The Xinwanyou Group
目 录
摘要
Abstract
1绪论
1.1研究背景与意义
1.1.1 研究背景
1.1.2研究意义
1.2 内容与方法
1.2.1研究内容
1.2.2研究方法
1.2.3技术路线
2 文献综述
2.1企业生命周期理论
2.1.1生命周期理论概述
2.1.2生命周期的阶段性特点
2.2 多元化战略理论
2.2.1多元化战略的定义
2.2.2多元化战略的分类
2.3核心竞争力与市场机会匹配理论
2.3.1 核心竞争力理论
2.3.2核心竞争力与市场机会匹配理论
3研究设计及案例背景
3.1研究设计
3.1.1研究方法
3.1.2研究样本
3.1.3数据收集
3.2案例背景描述
3.2.1新万友集团简介
3.2.2各分公胃简介
3.2.3发展大事记
3.2.4组织结构
3.2.5企业资质
4新万友集团生命周期各阶段的多元化发展战略研究
4.1新万友集团的环境分析
4.1.1 SWOT矩阵分析
4.1.2宏观环境PEST分析
4.2新万友集团发展的生命周期
4.2.1初创阶段
4.2.2成长阶段
4.2.3成熟阶段
4.2.4持续发展阶段
4.3新万友集团的多元化战略选择
4.3.1单一产品多元化战略
4.3.2主导产品多元化战略
4.3.3相关广品多兀化战略
4.3.4不相关产品多元化战略
4.4 多元化战略实践的讨论
结论
参考文献
致谢
