【正文】 y on all Chinese industries and enterprises. Yancheng Risheng Textile Co. Ltd. that has been reformed in the system experienced three history stages, ., the businesscreating period, the hardrunning period and the systemchanging period. In the background of entering WTO, there are many better developing chances and definite challenges. For the external environment around the pany, Chinese GDP increases by more than 7 %. Although the production increases steadily, the average person ine increase steadily, and the fiber consume amount per person increases also. Hence, the textile industry has a new developing space about 5%6% per year. The planned matching amounts of all textiles are eliminated. The custom taxes are adjusted down, so the exports of all the textiles increase. The governments stipulate the preferential policies on taxes and farmland, and carry out the reformation on the system of the cottonbusiness and the system of the cotton foreign trade. At the same time, many potential dangers are faced by the pany, ., the trade protectionism in the western developed countries is upwards. And the textile industries in Indian and Pakistan etc. develop upwards. The challenges in new textile technology and information technology occur. A number of textile enterprises carry out the enlargement of production capacity through technical improvement. And new textiles enterprises increase. The petition behaves a threatening tendency. Threatening on qualities, designs and systems etc. appears. The custom’s abilities on discussing the prices strengthen. For the internal environment around the pany, in parison with principal peting partners, Yancheng Risheng Textiles Co. Ltd. has a whole organization and appropriate matching equipment and construction, the ripe production system, the pleted business net, a steady custom group. And the pany has its management experience for more than ten years, owns a group of the backbone of the managing and technical contingents and skill operating workers. On the responsibilitymanagement, the pany has a good base, and many channels of material supplies. But the pany has several weak points. For example, the shareright structure is not suitable, the legal personmanaging structure is not pleted. The internal stimulus is not made sufficiently, a few workers are backwards on the view. The resultefficiency management will be pleted. The kernel culture has not yet formed. The labor force resource development and management are not sufficient, the scale of the production is small, the equipment is little backwards, the quality is mon, and the cost is high. The worker using level per output of the pany is worse, the design is single, and the mode of production is little backwards. Summarizing the external and internal environment around the pany, I propose that Yancheng Risheng Textile Co. Ltd. should run the road of unifying development within years in the future, and use the peting strategy of lower cost. On concrete skills, the pany should adjust the shareright structure, establish the whole regular legal personmanaging structure, and the plete better internal stimulus and restriction mechanism, and strengthen the development and management of laborforce resource. The pany should strengthen productive management, and insist on continuous technical improvement and the strategy of qualityleader, and adjust the businessstrategy, reform the business system. Only in such a way, the pany can strength the petitive advance potential, ram the base of the life, raise the kernel petitive force in order to guarantee the continuous healthily development of the enterprise. The introduction in the thesis states the significance of the research on the subject, and the main content structure of the thesis and the methods for the research. The chapter 1 describes the history reformation about the pany. The chapter 2 analyzes the external environment of the pany. The chapter 3 dissects the internal environment of the pany. The chapter 4 makes the decisions of strategies according to the external and internal environment. The chapter 5 makes the corresponding skill arrangement. The end of the thesis makes a summarization.Key Words WTO Yancheng Risheng Textiles Co. Ltd. the Strategies of the Developments目 錄導(dǎo)　　論………………………………………………………………………………1第一章　鹽城日升紡織有限公司的歷史沿革 ………………………………………6　　第一節(jié)　公司的創(chuàng)業(yè)期…………………………………………………………6　　第二節(jié)　公司的艱難遠營期……………………………………………………9　　第三節(jié)　公司的改制轉(zhuǎn)型期……………………………………………………11第二章　鹽城日升紡織有限公司外部環(huán)境分析……………………………………14　　第一節(jié)　宏觀環(huán)境分析…………………………………………………………14　　第二節(jié)　行業(yè)環(huán)境分析…………………………………………………………20　　第三節(jié)　市場結(jié)構(gòu)分析………………………………………………………33第三章　鹽城日升紡織有限公司內(nèi)部環(huán)境分析……………………………………38　　第一節(jié)　公司的股權(quán)結(jié)構(gòu)與法人治理結(jié)構(gòu)…………………………………38　　第二節(jié)　公司的組織結(jié)構(gòu)……………………………………………………40第三節(jié)　公司的內(nèi)部激勵、績效管理與企業(yè)文化……………………………42第四節(jié)　公司的職能管理………………………………………………………44第四章　鹽城日升紡織有限公司的戰(zhàn)略決策………………………………………49　　第一節(jié)　SWOT矩陣的含義……………………………………………………49　　第二節(jié)　公司戰(zhàn)略匹配……………………………………………………50第三節(jié)　公司的總體發(fā)展戰(zhàn)略及目標…………………………………………51第四節(jié)　公司的競爭戰(zhàn)略………………………………………………………52第五章　鹽城日升紡織有限公司的戰(zhàn)術(shù)安排………………………………………55結(jié) 束 語………………………………………………………………………………59參考文獻………………………………………………………………………………61后　　記………………………………………………………………………………6263 / 67導(dǎo) 論 中國經(jīng)過幾十年的探索，特別是改革開放二十多年來的實踐，終于走出封閉，摒棄了計劃經(jīng)濟的發(fā)展模式，確立了走發(fā)展社會主義市場經(jīng)濟的道路，國民經(jīng)濟持續(xù)健康發(fā)展。第三章對鹽城日升紡織有限公司的內(nèi)部環(huán)境進行剖解分析。只有這樣，才能不斷強化公司競爭優(yōu)勢，夯實生存利基，提高核心競爭力，保證企業(yè)持續(xù)健康發(fā)展。也面臨若干威脅，西方發(fā)達國家貿(mào)易保護主義抬頭；印、巴等國家紡織業(yè)的崛起；紡織新技術(shù)及信息技術(shù)的挑戰(zhàn)；在位企業(yè)紛紛技改擴能，新加入者不斷增加，競爭有加劇的趨勢；質(zhì)量、品種、體制等方面的威脅；客戶議價能力趨強等。摘 要 2001年11月12日，經(jīng)過16年的艱苦談判，中國終于正式加入世界貿(mào)易組織（WTO），這標志著我國以社會主義市場經(jīng)濟為目標模式的改革，全面進入到一個嶄新的歷史階段。從外部環(huán)境看，中國GDP以7%以上速度增長，人口及居民收入穩(wěn)定增加，人均纖維消費量增長，行業(yè)每年有5%～6%的發(fā)展空間；紡織品配額取消，關(guān)稅下調(diào)，出口增加；政府在稅收、用地方面的優(yōu)惠政策；棉花購銷體制與外貿(mào)體制的改革等。綜合分析公司的內(nèi)、外部環(huán)境，未來若干年，鹽城日升紡織有限公司應(yīng)走一體化的發(fā)展之路，同時采取低成本的競爭戰(zhàn)略，在具體戰(zhàn)術(shù)上，要調(diào)整股權(quán)結(jié)構(gòu)，建立和健全規(guī)范的法人治理結(jié)構(gòu)，完善內(nèi)部的激勵和約束機制；加強人力資源的開發(fā)與管理；加強生產(chǎn)管理，堅持持續(xù)技改和質(zhì)量領(lǐng)先的策略；調(diào)整營銷策略，變革營銷體系。第二章分析了鹽城日升紡織有限公司的外部環(huán)境。在結(jié)束語部分對論文作了概要總結(jié)。首先是全球化的挑戰(zhàn)。第三是增長的挑戰(zhàn)。德魯克說過“未來唯一不變的就是變革”，我們企業(yè)必須更快、更平衡地變化，培養(yǎng)建立信心的能力、信息無阻礙流動的能力、應(yīng)變的能力和學(xué)習(xí)的能力。最后是人才的挑戰(zhàn)。棉紡織業(yè)是高就業(yè)行業(yè)，2002年僅規(guī)模以