【正文】 1 目錄 第一章 導(dǎo)論 .................................................... 4 選題背景 ................................................................ 4 研究方法 ................................................................ 4 研究思路 ................................................................ 5 第二章 相關(guān)理論基礎(chǔ) ............................................. 6 企業(yè)戰(zhàn)略管理的內(nèi)涵 ...................................................... 6 企業(yè)戰(zhàn)略管理的特征 ...................................................... 6 企業(yè)戰(zhàn)略管理的作用 ...................................................... 6 企業(yè)戰(zhàn)略管理的制定 ...................................................... 7 企業(yè)戰(zhàn)略管理的實(shí)施 ...................................................... 8 第三章 通用汽車公司的基本概況 ................................... 8 公司的簡(jiǎn)介 .............................................................. 8 通用汽車公司的發(fā)展歷程 .................................................. 9 通用汽車公司在中國 ................................................... 10 企業(yè)現(xiàn)狀 ............................................................... 11 第四章 通用汽車公司 的戰(zhàn)略管理 ................................. 12 購并戰(zhàn)略 ............................................................... 12 戰(zhàn)略實(shí)施 ............................................................. 12 戰(zhàn)略取得的成績(jī) ....................................................... 14 事業(yè)部制戰(zhàn)略 ........................................................... 15 戰(zhàn)略的應(yīng)用 ........................................................... 15 戰(zhàn)略取得的成績(jī) ....................................................... 16 通用汽車公司戰(zhàn)略實(shí)施過程中的整合 ....................................... 17 制度整合 ............................................................. 17 戰(zhàn)略整合 ............................................................. 17 業(yè)務(wù)整合 ............................................................. 18 第五章 結(jié)論 ................................................... 19 基本結(jié)論 ............................................................... 19 2 局限性 ................................................................. 19 進(jìn)一步工作 ............................................................. 19 參考文獻(xiàn) 3 通用汽車公司戰(zhàn)略管理分析 摘要 ：戰(zhàn)略是一個(gè)企業(yè)創(chuàng)建競(jìng)爭(zhēng)優(yōu)勢(shì)的制勝法寶。任何一個(gè)企業(yè)不論其大小，只有結(jié)合具體的產(chǎn)業(yè)環(huán)境和自身資源進(jìn)行系統(tǒng)、深入的分析并選擇適合自身發(fā)展 的戰(zhàn)略，才能建立并你屬于自己的核心競(jìng)爭(zhēng)力并于不敗之地。在當(dāng)今企業(yè)環(huán)境因素越來越多，原來越復(fù)雜多變，競(jìng)爭(zhēng)越來越激烈的時(shí)代，戰(zhàn)略管理作為高層管理的概論內(nèi)容，越來越顯示出戰(zhàn)略管理的重要性。戰(zhàn)略管理可以使企業(yè)更主動(dòng)而不是被動(dòng)地塑造自己的未來，它使企業(yè)用于創(chuàng)新，及時(shí)對(duì)環(huán)境變化作出反應(yīng)。大量實(shí)踐表明，運(yùn)用戰(zhàn)略管理的企業(yè)業(yè)績(jī)往往要好于沒有運(yùn)用戰(zhàn)略管理的企業(yè)。本文以通用汽車公司為例，通過對(duì)通用汽車公司的購并戰(zhàn)略，事業(yè)部制戰(zhàn)略以及合作戰(zhàn)略的分析與評(píng)價(jià)，旨在說明支撐通用汽車公司做到汽車業(yè)領(lǐng)頭羊的地位的主要秘決在于其所選擇的正確 的發(fā)展戰(zhàn)略。尤其是對(duì)于從事國際化經(jīng)營的企業(yè)，它的合適于否有關(guān)企業(yè)的生死存亡。 關(guān)鍵詞 ： 企業(yè)戰(zhàn)略管理 企業(yè)購并 企業(yè)合作 戰(zhàn)略學(xué)習(xí) Abstract ： Strategy is the magic weapon for a enterprise to create the petitive advantage. For an enterprise, no matter it is big or small, only dose it bine the industrial environment with its recourses and have a deep analysis to choose the suitable developing strategies, can it build its own core petitive power and put itself in an invincible position. In the age of existing plex static environment and petition, strategic management, as the most important part of senior management, shows its importance gradually. Strategic management can make the enterprise build its tomorrow empirically, be used for enterprise’s innovation and it can also make a direct reaction to the environment change. A lot of practice shows that the performance of enterprise which uses strategic management is much better than the one which does not use it. This thesis will take“General Motor” as an example to show that General Motor bees the leader of the automotive is because its right choosing of the development strategic management by the analysis on the merger and acquisitions strategy, division system strategy and cooperate strategy of General Motor. For an enterprise engaged in international operations, choosing a right or wrong developing strategy is the main decisive factor of enterprise’s life and death. Keywords: enterprise strategic management