【正文】 第一家上市公司，也是江蘇省外貿(mào)行業(yè)的第一家上市公司。同時進行公司股份制改革，將原國家為單一投資主體的全民所有制企業(yè)改革成為由國有控股、國有法人和職工個人參股的股份有限公司，職工的身份也由原國有企業(yè)職工轉(zhuǎn)變成為職工和股東的雙重身份，職工參與公司事務的積極性得到很大提高。20世紀90年代隨著市場經(jīng)濟的逐步發(fā)展，江蘇工藝的外貿(mào)業(yè)務面臨著日益激烈的競爭，外貿(mào)人才流失嚴重，老的公司體制已經(jīng)與市場的要求嚴重背離。由于外貿(mào)人才缺乏、辦公用房緊缺、工作設施簡陋等諸多困難，公司舉步為艱，長期處于無盈利甚至虧損的境地，常年靠總公司貼補過日子。弘業(yè)股份的前身為江蘇省工藝品進出口集團股份有限公司，原為中國工藝品進出口集團總公司的江蘇分公司，成立于1979年，當時注冊資本僅為178萬元，員工71人。本文主要就弘業(yè)集團的發(fā)展歷程和現(xiàn)狀進行分析，研究其所處的市場環(huán)境的變化，分析弘業(yè)實施多元化經(jīng)營戰(zhàn)略的動因、自身具備的現(xiàn)實條件，并對弘業(yè)具體實施情況以及多元化發(fā)展中的成績、問題進行深入探討并提出改進建議。目前弘業(yè)集團已積極涉足文化產(chǎn)業(yè)、信息產(chǎn)業(yè)、投資管理、期貨經(jīng)紀、國際物流、房地產(chǎn)業(yè)、物業(yè)管理等多個領(lǐng)域，已初步形成了多元發(fā)展、集中拓展的發(fā)展格局，幾年來的多元化發(fā)展使弘業(yè)取得了相當?shù)臉I(yè)績，但同時也暴露出一些不容忽視的問題。目前我國的社會主義市場經(jīng)濟日益完善，新興行業(yè)層出不窮，為弘業(yè)在新的領(lǐng)域中大展宏圖提供寬廣的舞臺，另外隨著弘業(yè)在外貿(mào)業(yè)務的多年發(fā)展與自身積累，已具備了較為雄厚的資金勢力、品牌優(yōu)勢以及營銷、企業(yè)管理等多方面的資源和能力，為弘業(yè)的多元化發(fā)展提供了有力的支持。而近年來隨著市場環(huán)境的變化，外貿(mào)業(yè)務的競爭日益激烈，單純的發(fā)展外貿(mào)業(yè)務尤其是以輕工產(chǎn)品為主的外貿(mào)業(yè)務必將使企業(yè)面臨越來越大的經(jīng)營風險和競爭壓力；同時隨著弘業(yè)企業(yè)規(guī)模的不斷擴大，僅僅依靠外貿(mào)業(yè)務越來越難以滿足自身的不斷成長和發(fā)展的需要。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)展后進入的行業(yè)及進入方式、多元化發(fā)展的新業(yè)務與企業(yè)原有主營業(yè)務的關(guān)聯(lián)程度，從而重新調(diào)整企業(yè)資源利用和能力組合。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)集團實施發(fā)展戰(zhàn)略的歷史與現(xiàn)狀研究………………………………2第一節(jié)　弘業(yè)集團發(fā)展歷程……………………………………………………2第二節(jié)　弘業(yè)集團外貿(mào)主業(yè)的市場環(huán)境分析…………………………………3第三節(jié)　弘業(yè)的競爭優(yōu)勢和劣勢………………………………………………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)變過程………………10第二章　弘業(yè)實施多元化戰(zhàn)略的動因及現(xiàn)實條件…………………………………13第一節(jié)　弘業(yè)實施多元化戰(zhàn)略的動因…………………………………………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)略的實施情況分析…………………………………………24第一節(jié)　弘業(yè)對新領(lǐng)域的進入…………………………………………………24第二節(jié)　弘業(yè)實施多元化戰(zhàn)略的行業(yè)選擇特點………………………………28第三節(jié)　弘業(yè)多元化發(fā)展的企業(yè)經(jīng)營情況分析………………………………30第四章　對弘業(yè)多元化經(jīng)營戰(zhàn)略的評價及建議……………………………………33第一節(jié)　弘業(yè)實施多元化戰(zhàn)略取得的成績……………………………………33第二節(jié)　弘業(yè)多元化戰(zhàn)略的實施中存在的不足………………………………34第三節(jié)　對弘業(yè)今后發(fā)展多元化戰(zhàn)略的幾點建議……………………………41結(jié)　　論………………………………………………………………………………46參考文獻………………………………………………………………………………48后　　記………………………………………………………………………………4951 / 55引 言多元化發(fā)展戰(zhàn)略是與專業(yè)化經(jīng)營相對應的戰(zhàn)略，其基本特征是企業(yè)在權(quán)衡企業(yè)能力、企業(yè)風險、企業(yè)利潤的基礎上，尋求企業(yè)能力與市場機會的最優(yōu)組合,也是企業(yè)通過尋求范圍經(jīng)濟實現(xiàn)自身成長的途徑 參見李敬著《多元化戰(zhàn)略》第2頁，復旦大學出版社2002年11月版 。但從整體上，由于缺乏經(jīng)驗，仍然存在不少不足，有待進一步改善。弘業(yè)在多元化進程中較少涉及生產(chǎn)領(lǐng)域。弘業(yè)根據(jù)多元化進程，先從與外貿(mào)主業(yè)關(guān)聯(lián)度很高的貨運代理業(yè)入手，逐步發(fā)展到關(guān)聯(lián)度較強的工藝品生產(chǎn)銷售和環(huán)藝設計兩個領(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)紀等領(lǐng)域。弘業(yè)除外貿(mào)主業(yè)外，已涉足貨運代理、工藝品生產(chǎn)銷售、環(huán)藝設計、物業(yè)管理、信息產(chǎn)業(yè)、房地產(chǎn)、投資、期貨經(jīng)紀、汽車進口和銷售等九個新領(lǐng)域，這些新領(lǐng)域的進入分別采用了投資設立、外部并購、聯(lián)盟合作和債務重組等進入方式，其中弘業(yè)期貨采用了外部并購的方式成立，繞過很多進入壁壘。而市場經(jīng)濟的逐步完善、外貿(mào)行業(yè)的充分競爭、科技進步等使弘業(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