傳統製造業轉型升級研究—以震旦集團為例

Abstract

在導論部分，首先介紹了研究設計和立論的時代背景，順勢提出了本文研究的核心問題，即傳統制造型企業轉型升級的戰略思考。接下來，從“互聯網+”和“平臺經濟”的角度說明瞭本文的研究意義。最後，建立了全文的研究框架，介紹了接下來章節的內容安排。 在文獻綜述部分，對戰略理論的發展歷程和最新的工業4.0和C2M相關理論和概念進行了梳理。 本文首先採用案例分析法，選擇了海爾和小米兩個典型的製造業轉型升級案例作了深入分析，希望對震旦集團的轉型戰略獲得一定的借鑒和啟發。面對瞬息萬變的市場環境，面對已經走近的產業革命，無論是“平臺+創業”的海爾，還是“投資+孵化”的小米生態鏈，都是以互聯網的思維、平臺化的策略、創新力的驅動，賦予企業時代基因，來贏得這一時代的用戶，佈局下一個時代的產業。 在企業轉型的外部環境方面，運用PEST分析法，從政治、經濟、社會和技術四個方面分析了震旦集團實施轉型的宏觀外部環境，由此確定了震旦集團轉型的必要性。 在戰略方案選擇和設計部分，從集團戰略和業務板塊戰略兩個層次詳細闡述了震旦集團轉型戰略的設計和方案選擇的依據、步驟和內在邏輯。首先在集團層面對集團整體進行SWOT分析得出了“服務化 平臺化 定制化”的總體戰略方針。然後對集團的四個核心業務，即OA、傢俱、3D和辦公雲產業，運用麥肯錫三階段理論、BCG矩陣和戰略轉型路徑選擇模型三個工具進行了業務板塊戰略的宏觀分析和設計。然後針對每一個具體業務，穿插使用了SWOT分析、價值鏈分析和商業模式分析進行業務詳細的轉型戰略的分析和闡述，最終形成了從宏觀到微觀，從集團總體到業務板塊的完整的轉型戰略設計方案。 在戰略實施的部分主要解決震旦集團轉型戰略如何實施落地的問題。在轉型階段的設計上，依據震旦集團的業務特點，以時間軸為中心，輔以業務結構、製造技術、商業模式，形成了“四維度”、“三階段”的轉型階段模型，為集團轉型戰略實施的發展階段設定了明晰的戰略路線圖。然後，從組織架構、人力資源、激勵措施和企業文化四個角度闡述了與集團轉型戰略相匹配的保障和支撐措施。 最後，對全文內容進行了總結，歸納了震旦集團戰略分析中主要的創新點和不足，並指出了對其他制造型企業轉型升級的主要啟示。

In the introduction, the author introduces the background of the research design, puts forward the core problem of this paper, that is, the strategic thinking of the traditional manufacturing enterprise transformation and upgrading. Then, from the 'Internet +' and 'platform economy' point of view illustrates the significance of this study, mainly to guide the transformation and upgrading of manufacturing-oriented enterprises. Finally, a full text of the research framework was established, and the content of the next chapter was introduced. In this paper, the case analysis method is used. I select Haier and Xiaomi, two typical examples of manufacturing transformation and upgrading, and it is hoped that the case analysis would inform the transformation strategy of Aurora Group. In the rapidly changing market environment and the industrial revolution that has been approached, the 'platform + business' of Haier and the 'investment+ incubator ' of Xiaomi, are all based on the Internet thinking, platform strategy . They aim to win this era of users and embrace the next era of industry. In the literature review section, the development of strategic theory and the latest industry 4.0 and C2M related theories and concepts were sorted out. For the external environment of enterprise transformation, PEST analysis is used to analyze the macro external environment of Aurora Group from four aspects: political, economic, social and technical aspects, thus confirming the necessity of Aurora Group transformation. In the strategic program selection and design part, from the group level and the business level, I elaborate the Aurora group transformation strategy design and choice, including the process and the logic. First of all, at the group level, I use SWOT analysis to arrive at the Group Strategy of “Servitization Platformization Customization”. Then, the diversification strategy are designed by using the three tools, namely the McKinsey three-stage theory, BCG matrix and strategic transformation path selection model. And then for each specific business, interspersed with the use of SWOT analysis, value chain analysis and business model analysis of the business details of the transition strategy and ultimately complete the transition strategy design from the macro to micro, from the group to the business sector. In the design of the transformation stage, based on the business characteristics of Aurora Group, the time axis as the center, supplemented by business structure, manufacturing technology, business model, formed a 'four dimensions', 'three stages' of the transition stage model for the group.Then, from the organizational structure, human resources, incentives and corporate culture aspects to analyze the foundation and safeguards of the transformation. Finally, the content of the full text is summarized, the main innovation points and shortcomings are summarized, and the main enlightenment of the transformation and upgrading of other manufacturing enterprises is pointed out.