【正文】 51 / 55摘 要多元化戰(zhàn)略是企業(yè)發(fā)展到一定階段而實(shí)施的一種重要發(fā)展戰(zhàn)略，其基本特征是企業(yè)在權(quán)衡企業(yè)能力、企業(yè)風(fēng)險(xiǎn)、企業(yè)利潤(rùn)的基礎(chǔ)上，尋求企業(yè)能力與市場(chǎng)機(jī)會(huì)的最優(yōu)組合。企業(yè)通常在發(fā)展過(guò)程中，首先考慮實(shí)施“一體化”戰(zhàn)略，待“一體化”發(fā)展到一定程度后而轉(zhuǎn)向多元化發(fā)展。多元化戰(zhàn)略的實(shí)施是需要一定條件的，要求對(duì)企業(yè)的市場(chǎng)環(huán)境、實(shí)施動(dòng)因和內(nèi)外部因素進(jìn)行綜合分析。弘業(yè)集團(tuán)作為傳統(tǒng)外貿(mào)公司，以往一直實(shí)施以外貿(mào)為主營(yíng)業(yè)務(wù)的一體化發(fā)展。近年來(lái)其政策環(huán)境、國(guó)內(nèi)外市場(chǎng)、競(jìng)爭(zhēng)對(duì)手等市場(chǎng)環(huán)境因素均發(fā)生了很大變化，促使弘業(yè)集團(tuán)進(jìn)行重新市場(chǎng)定位，努力從原來(lái)的一體化發(fā)展轉(zhuǎn)向多元化發(fā)展。弘業(yè)集團(tuán)實(shí)施多元化發(fā)展的動(dòng)因來(lái)自多方面，其中包括企業(yè)持續(xù)經(jīng)營(yíng)的需要、企業(yè)最高領(lǐng)導(dǎo)層的價(jià)值趨向、吸引融資的動(dòng)力、企業(yè)自身能力和內(nèi)部資源的充分利用、利潤(rùn)驅(qū)動(dòng)、分散風(fēng)險(xiǎn)等。而市場(chǎng)經(jīng)濟(jì)的逐步完善、外貿(mào)行業(yè)的充分競(jìng)爭(zhēng)、科技進(jìn)步等使弘業(yè)具備了多元化所需要的外部環(huán)境；弘業(yè)多年努力所培養(yǎng)的自身核心能力、外貿(mào)主業(yè)的成熟發(fā)展、企業(yè)事業(yè)部制的組織結(jié)構(gòu)、融資能力、企業(yè)品牌以及弘業(yè)企業(yè)家的創(chuàng)新和冒險(xiǎn)精神也是弘業(yè)具備了多元化發(fā)展的內(nèi)部因素。目前。弘業(yè)除外貿(mào)主業(yè)外，已涉足貨運(yùn)代理、工藝品生產(chǎn)銷售、環(huán)藝設(shè)計(jì)、物業(yè)管理、信息產(chǎn)業(yè)、房地產(chǎn)、投資、期貨經(jīng)紀(jì)、汽車進(jìn)口和銷售等九個(gè)新領(lǐng)域，這些新領(lǐng)域的進(jìn)入分別采用了投資設(shè)立、外部并購(gòu)、聯(lián)盟合作和債務(wù)重組等進(jìn)入方式，其中弘業(yè)期貨采用了外部并購(gòu)的方式成立，繞過(guò)很多進(jìn)入壁壘。對(duì)其他企業(yè)的多元化發(fā)展具有一定的借鑒意義。弘業(yè)根據(jù)多元化進(jìn)程，先從與外貿(mào)主業(yè)關(guān)聯(lián)度很高的貨運(yùn)代理業(yè)入手，逐步發(fā)展到關(guān)聯(lián)度較強(qiáng)的工藝品生產(chǎn)銷售和環(huán)藝設(shè)計(jì)兩個(gè)領(lǐng)域，最后再涉足關(guān)聯(lián)度最弱的物業(yè)管理、信息管理、房地產(chǎn)、投資、期貨經(jīng)紀(jì)等領(lǐng)域。從經(jīng)營(yíng)規(guī)模上看，弘業(yè)先成立規(guī)模較小的新領(lǐng)域公司，再逐步成立規(guī)模較大的公司。弘業(yè)在多元化進(jìn)程中較少涉及生產(chǎn)領(lǐng)域。從多元化發(fā)展的現(xiàn)狀分析，弘業(yè)通過(guò)多元化發(fā)展增加了新的利潤(rùn)增長(zhǎng)點(diǎn)，有效分散了經(jīng)營(yíng)風(fēng)險(xiǎn)、更加充分的利用公司的資源和能力，并增強(qiáng)了員工的競(jìng)爭(zhēng)意識(shí)，取得了一定成績(jī)。但從整體上，由于缺乏經(jīng)驗(yàn)，仍然存在不少不足，有待進(jìn)一步改善。本文對(duì)弘業(yè)多元化中存在的不足進(jìn)行了分析，并提出了改進(jìn)的建議。關(guān)鍵詞 多元化戰(zhàn)略 核心能力 關(guān)聯(lián)度 企業(yè)資源AbstractDiversification is an important strategy of development, which is actualized when an enterprise develops to a certain degree. It’s distinguished that the enterprise look forward to the optimum cooperation between capabilities and market opportunities by studying of its capabilities, risks and profits. During the development, an enterprise first chooses to utility the integration strategy, then converts into diversification strategy when the integration develops to a certain degree. Diversification strategy requires several factors. Before conducting it, the enterprise should prehensively study the market environment, the motivations and the reasons, the internal and external factors and so on. As a foreign trade pany, Holly Corporation ever insisted the integration strategy that only focused on the foreign trade. However, in recent years, the political environment, the national and international market, the opponents in foreign trade have largely changed, which impulse Holly to adjust its status in market and try to convert the integration into diversification. The motivations and the reasons that Holly develops in diversification e from some factors, which include the requirement of its persistent development, the value trend of its leader, the impulsion of financing, sufficient utilities of its capabilities and resources, its profits and the scatter of risks, etc. With the improvement of marketing economics, the petition of the foreign trade and the technical development, Holly has owned the indispensable external environment. It supports Holly to develop the diversification strategy. And in the past few years, Holly has progressed in core petence, organization structure, financial capability, the brand，the leader’s innovation and risk spirit and other parts, all of which are the internal factors, and support Holly to develop in diversification. Today, besides the foreign trade, Holly has entered nine new include transportation, producing of the arts and grafts, environmental design, management of munity, IT, realty, investment, futures broke, importing of automobiles. These panies are established in different ways, such as direct investment, external purchase, cooperation and debt rebination. Among these new panies, Holly Futures Broker Company is established in external purchase, which helps it successfully exempt from the entering cumbers and can be used for reference to other corporations. In accounting to the degree of the diversification, Holly first entered the transportation, which has the higher association degree with the foreign trade. Then it developed the producing of arts and grafts and environmental design. The two of them have also the high association degrees with the foreign trade. Lastly Holly considered entering the munity management, IT, reality, investment and futures brokers, all of which have the lower association degree with the foreign trade. Analyzing the sizes of these new panies, Holly first established smaller panies and then established the larger ones. Furthermore, Holly is seldom connected with the manufacturing. Through the analyzing of the diversification of the Holly, we can learn Holly has gained several advantages. By means of diversification, Holly increases the number of the profit centers, efficiently scatters the marketing risk, makes more use of its capabilities and resources, and increases the personnel’s petitive consciousness. However, overall Holly is scarce of experience in diversification, so there’s still some shortages in the development, which requires be further mended. The thesis states and analyzes those shortages and gives the several suggestions on improving. Key words: diversification strategy，core petence，association degree, enterprise resource目 錄引　　言…………………………………………………………………………………1第一章　弘業(yè)集團(tuán)實(shí)施發(fā)展戰(zhàn)略的歷史與現(xiàn)狀研究………………………………2第一節(jié)　弘業(yè)集團(tuán)發(fā)展歷程……………………………………………………2第二節(jié)　弘業(yè)集團(tuán)外貿(mào)主業(yè)的市場(chǎng)環(huán)境分析…………………………………3第三節(jié)　弘業(yè)的競(jìng)爭(zhēng)優(yōu)勢(shì)和劣勢(shì)………………………………………………8第四節(jié)　弘業(yè)由一體化發(fā)展戰(zhàn)略向多元化發(fā)展戰(zhàn)略轉(zhuǎn)變過(guò)程………………10第二章　弘業(yè)實(shí)施多元化戰(zhàn)略的動(dòng)因及現(xiàn)實(shí)條件…………………………………13第一節(jié)　弘業(yè)實(shí)施多元化戰(zhàn)略的動(dòng)因…………………………………………13第二節(jié)　弘業(yè)多元化戰(zhàn)略的外部條件分析……………………………………17第三節(jié)　弘業(yè)實(shí)施多元化戰(zhàn)略的內(nèi)部條件……………………………………19第三章　弘業(yè)多元化戰(zhàn)略的實(shí)施情況分析…………………………………………24第一節(jié)　弘業(yè)對(duì)新領(lǐng)域的進(jìn)入…………………………………………………24第二節(jié)　弘業(yè)實(shí)施多元化戰(zhàn)略的行業(yè)選擇特點(diǎn)………………………………28第三節(jié)　弘業(yè)多元化發(fā)展的企業(yè)經(jīng)營(yíng)情況分析………………………………30第四章　對(duì)弘業(yè)多元化經(jīng)營(yíng)戰(zhàn)略的評(píng)價(jià)及建議……………………………………33第一節(jié)　弘業(yè)實(shí)施多元化戰(zhàn)略取得的成績(jī)……………………………………33第二節(jié)　弘業(yè)多元化戰(zhàn)略的實(shí)施中存在的不足………………………………34第三節(jié)　對(duì)弘業(yè)今后發(fā)展多元化戰(zhàn)略的幾點(diǎn)建議……………………………41結(jié)　　論………………………………………………………………………………46參考文獻(xiàn)………………………………………………………………………………48后　　記………………………………………………………………………………49引 言多元化發(fā)展戰(zhàn)略是與專業(yè)化經(jīng)營(yíng)相對(duì)應(yīng)的戰(zhàn)略，其基本特征是企業(yè)在權(quán)衡企業(yè)能力、企業(yè)風(fēng)險(xiǎn)、企業(yè)利潤(rùn)的基礎(chǔ)上，尋求企業(yè)能力與市場(chǎng)機(jī)會(huì)的最優(yōu)組合,也是企業(yè)通過(guò)尋求范圍經(jīng)濟(jì)實(shí)現(xiàn)自身成長(zhǎng)的途徑 參見(jiàn)李敬著《多元化戰(zhàn)略》第2頁(yè)，復(fù)旦大學(xué)出版社2002年11月版 。準(zhǔn)備進(jìn)行多元化發(fā)展的企業(yè)，必須先根據(jù)自身發(fā)展階段和當(dāng)前狀況，分析其所在的市場(chǎng)環(huán)境和市場(chǎng)形勢(shì)，研究自身發(fā)展多元化戰(zhàn)略的動(dòng)因以及是否具備多元化發(fā)展所需的外部和內(nèi)部條件，以確定多元化戰(zhàn)略的可行性。在確定多元化發(fā)展方向后，企業(yè)還要選擇多元化程度、多元化發(fā)展后進(jìn)入的行業(yè)及進(jìn)入方式、多元化發(fā)展的新業(yè)務(wù)與企業(yè)原有主營(yíng)業(yè)務(wù)的關(guān)聯(lián)程度，從而重新調(diào)整企業(yè)資源利用和能力組合。弘業(yè)集團(tuán)是江蘇省著名的大型外貿(mào)集團(tuán)，多年來(lái)一直以外貿(mào)業(yè)務(wù)為主進(jìn)行自身發(fā)展的，專業(yè)化程度非常強(qiáng)，并為適應(yīng)外貿(mào)業(yè)務(wù)的發(fā)展趨勢(shì)積極實(shí)施縱向一體化戰(zhàn)略，取得一定的成績(jī)。而近年來(lái)隨著市場(chǎng)環(huán)境的變化，外貿(mào)業(yè)務(wù)的競(jìng)爭(zhēng)日益激烈，單純的發(fā)展外