哈飞汽车公司发展战略研究工商管理专业论文.docxVIP

哈尔滨工业大学工商管理硕士学位论文 哈尔滨工业大学工商管理硕士学位论文 - - II - Abstract In 2006, the production and sale level of Chinas automobile both break through 7.2 million, setting a new record, more than 25% growth compared to the same period last year, realize a profit of 76.8 billion yuan. At the same time, along with the continued development of China’s economy level in future, the development tendency of its production and sale level remained strong in future. However, the development situation is not optimistic for Hafei Motor Company (Hafei), the consecutive losses during 2005-2006 is empirical. Combining my work experience in Hafei group, I think the only measure is to adjust the strategic direction and carry on a series of adjustment reform surrounded the fixed strategic direction, so Hafei can realize leapfrog development. Therefore, Hafei’s strategic reform is a must. Based on above background, enterprise development strategy issues were researched for Hafei from perspective of microeconomic. Firstly, PEST and Poter’s five-force model were used to analyze Hafei’s external environment from the perspective of both macroeconomic and microeconomic, so it could provide a basis to clear the opportunities and threats of company’s development. Secondly, Hafei’s internal environment was analyzed form many dimensions, such as financial situation, Marketing capacity, cost control and core competitiveness etc. Thus, it could provide support for accurately mastering advantages and disadvantages of the company’s own development. And then, SWOT and Boston matrix were used to carry on Hafei’s strategic analysis, and determined the strategic direction of its future development. Finally, the established strategic direction was focused on, formulating a series of implementing measures. Thereby the integrity implementing of established strategy could be guaranteed. The adjustment and implementation of Hafei’s strategic direction , not only help the company reverse losses, but also help to play Hafei’s