上海氧化铁公司竞争战略研究
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摘要
氧化铁是一类性优价廉,用途广泛的无机颜料产品。我国的氧化铁总产量占世界的三分之二强,但由于技术水平不高,产业集中度不够,国内厂商竞争无序等原因,使得我国的氧化铁生产企业无法获得高的利润附加值,这与我国氧化铁生产大国的地位是极不协调的。上海氧化铁公司作为国内行业的领跑者,在经济全球化的潮流中,在新的经济形式下,应该采取什么样的竞争战略,对业内的企业乃至整个行业的发展,均具备重要的启示作用。
我国经济连续多年的高速增长,一度对氧化铁产业的快速发展起了极大的推动作用,但是我国经济的增长却付出了高耗能、高污染的代价,因此,从2007年起,国家的相关宏观调控政策的逐步实施,对氧化铁生产企业产生了很大的限制作用,迫使企业自我调整和转型;与此同时,国际贸易形式也不容乐观;国际巨头对我国市场的渗透力度也在不断加大。在此情形下,上海氧化铁公司必须充分考虑外部的威胁,寻找可以持续发展的机会,明确企业的使命和发展目标,充分利用和发挥自身的品牌、技术和渠道优势,走差异化的竞争路线,形成在国内市场上产品与服务的延伸,成为在国际市场上独具特色的产品与服务的提供者。为了保障企业差异化竞争战略的有效实施,企业必须从以下几个方面着手:做好企业文化建设,必须坚持以人为本,塑造创新理念,努力培养学习型组织;本着降低运营成本,提高效率的原则改善组织结构;重视业务流程的效率和效果;外包部分制造环节;坚持品牌战略,塑造国际品牌;在人力资源方面,重视人才队伍的整体合力,提高技术人才的利用效率,善于利用本地化的营销人才,自行培养或引进不同方面的管理人才;在融资方面,继续拓宽融资渠道;坚持国际市场的渠道建设。
Iron oxide is a superior category of low-cost inorganic pigments, used widely in many products. china's output of iron oxide accounts for two-thirds of the world, but due to the technique not high enough, the insufficient concentration of industry, and disorderly competition among domestic manufacturers, china's production of iron oxide cannot gain high value-added profits. This does not coordinate with china's largest producer of iron oxide status. What the competitive strategy that Shanghai Iron Oxide Company, as the leader of domestic iron oxide industry in the trend of economic globalization and the new economy situation, should take can give enlightenment to industry enterprises as well as the development of the industry as a whole.
China's economic growth has been promoting the rapid development of the iron oxide industry for many years, but it has brought a high cost of energy and heavy pollution. From 2007 onwards, the country's relative macro-control policy has been implemented gradually which have had a lot of restrictions on the iron oxide producers, and have forced businesses to adjust and self-transformation; at the same time, the international trade cannot be optimistic; giant on the international market has been increased their penetration. Under such circumstances, the Shanghai Iron Oxide Company must take full account of external threats, look for the opportunity to develop continually, make clear the mission and business development goals, and take full advantage of playing their own brand, technology and channel advantages and take the difference in the competitive strategy to form the products and services extended in the domestic market and become unique products and services provider in the international market.
In order to implement the differentiation strategy effectively, the enterprise must initiate from the following aspects: complete the enterprise culture construction in insisting on humanist, molding innovation idea, and raising the study organization diligently; improve the organizational structure in conformity with lower operating costs and improve efficiency; put emphasis on business process efficiency and effectiveness; outsource some of the manufacturing sector; adhere to the brand strategy to shape the international brands; in terms of human resources, pay attention to the overall effort of personnel, improve the efficiency of the use of technical personnel, and make better use of localization Sales personnel, develop inside or introduce different aspects of human resources of management outside; in financing aspect, continue to broaden the financing channels; adhere to the construction on the channel of international markets.
我国经济连续多年的高速增长,一度对氧化铁产业的快速发展起了极大的推动作用,但是我国经济的增长却付出了高耗能、高污染的代价,因此,从2007年起,国家的相关宏观调控政策的逐步实施,对氧化铁生产企业产生了很大的限制作用,迫使企业自我调整和转型;与此同时,国际贸易形式也不容乐观;国际巨头对我国市场的渗透力度也在不断加大。在此情形下,上海氧化铁公司必须充分考虑外部的威胁,寻找可以持续发展的机会,明确企业的使命和发展目标,充分利用和发挥自身的品牌、技术和渠道优势,走差异化的竞争路线,形成在国内市场上产品与服务的延伸,成为在国际市场上独具特色的产品与服务的提供者。为了保障企业差异化竞争战略的有效实施,企业必须从以下几个方面着手:做好企业文化建设,必须坚持以人为本,塑造创新理念,努力培养学习型组织;本着降低运营成本,提高效率的原则改善组织结构;重视业务流程的效率和效果;外包部分制造环节;坚持品牌战略,塑造国际品牌;在人力资源方面,重视人才队伍的整体合力,提高技术人才的利用效率,善于利用本地化的营销人才,自行培养或引进不同方面的管理人才;在融资方面,继续拓宽融资渠道;坚持国际市场的渠道建设。
Iron oxide is a superior category of low-cost inorganic pigments, used widely in many products. china's output of iron oxide accounts for two-thirds of the world, but due to the technique not high enough, the insufficient concentration of industry, and disorderly competition among domestic manufacturers, china's production of iron oxide cannot gain high value-added profits. This does not coordinate with china's largest producer of iron oxide status. What the competitive strategy that Shanghai Iron Oxide Company, as the leader of domestic iron oxide industry in the trend of economic globalization and the new economy situation, should take can give enlightenment to industry enterprises as well as the development of the industry as a whole.
China's economic growth has been promoting the rapid development of the iron oxide industry for many years, but it has brought a high cost of energy and heavy pollution. From 2007 onwards, the country's relative macro-control policy has been implemented gradually which have had a lot of restrictions on the iron oxide producers, and have forced businesses to adjust and self-transformation; at the same time, the international trade cannot be optimistic; giant on the international market has been increased their penetration. Under such circumstances, the Shanghai Iron Oxide Company must take full account of external threats, look for the opportunity to develop continually, make clear the mission and business development goals, and take full advantage of playing their own brand, technology and channel advantages and take the difference in the competitive strategy to form the products and services extended in the domestic market and become unique products and services provider in the international market.
In order to implement the differentiation strategy effectively, the enterprise must initiate from the following aspects: complete the enterprise culture construction in insisting on humanist, molding innovation idea, and raising the study organization diligently; improve the organizational structure in conformity with lower operating costs and improve efficiency; put emphasis on business process efficiency and effectiveness; outsource some of the manufacturing sector; adhere to the brand strategy to shape the international brands; in terms of human resources, pay attention to the overall effort of personnel, improve the efficiency of the use of technical personnel, and make better use of localization Sales personnel, develop inside or introduce different aspects of human resources of management outside; in financing aspect, continue to broaden the financing channels; adhere to the construction on the channel of international markets.
引文
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[20]李海兰.德国朗盛集团上海金山颜料分厂落成投产[J].化工新型材料,2007,(04)
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[24]徐佳宾.企业战略管理[M].北京:经济管理出版社,2004:178
[25]黄传荣.对我国化学工业国际竞争力的分析[J]化工技术经济,2003,(05)
[26]C.Zott,2003,Dynamic capabilities and the emergence of intraindustry differential firm performance:Insights from a simulation study,Strategic Management Journal,24:97-125
[27]沙伦·奥斯特.现代竞争分析[M].张志奇,陈海威等译.北京:中国人民大学出版社,2004:190
[28]Arthur A.Thompson.Jr.and A.J.Strickland.Strategic Management:Concepts and cases(13 edition).New York:McGraw Hill,2003
[29]熊国宣,张展适,许文苑.钛白副产品硫酸亚铁的综合利用[J].化工环保,2001,(06)
[30]王方华,陈继祥.战略管理[M].上海:上海交通大学出版社,2003,(8):159
[31]J.Roberts.Economics,Organization and Management[M].Pretence Hall,2002:13-17
[32][美]约翰E.甘布尔等.战略管理—获取竞争优势[M].蓝海林,李卫宁等译.北京:机械工业出版社,2006,(7):80
[33]曲颖.颜料工业经济运行状况分析及发展建议[J].中国石油和化工经济分析,2007,(07)
[34]郑雅杰,刘昭成.氧化铁的制备方法及其应用[J].粉末冶金材料科学与工程,2007,(04)
[35]杨建昊,金立顺.战略管理原理与方法[M].北京:国防工业出版社,2005:211
[36]赵志,孙林岩.基于企业流程的管理方法探讨[J].西安:西安交通大学学报,1999,(03)
[37]余光,李小燕.基于价值链理论的化工企业流程再造研究[J].商场现代化,2008,(03)
[38]岳望坤.对推进中国涂料行业名牌战略计划的思考[J].中国涂料,2006,(01)
[2]Andrews K.,The Concept of Corporate Strategy,Homewood,IL:Irwin.1971.
[3]迈克尔·波特.竞争战略(Porter M.,Competitive Strategy,1980)[M].陈小悦 译.北京:华夏出版社,1997:4
[4]托马斯·加拉文,杰拉德·菲茨拉尔德,迈克·莫利.企业分析(Thomas Caravan,Gerard Fitzgerald,Mike Morley.Business Analysis,1993)[M].马春光等译.北京:生活.读书.新知三联书店,1997:27
[5]Tami H.,Mobilizing Invisible Assets[M].Cambridge:Harvard University Press,1987.
[6]汤姆森等.战略管理(Tomson S.,Strategic Management,1998)[M].段盛华等译.北京:北京大学出版社,2000:11
[7][英]格里·约翰逊,凯万·斯科尔斯.公司战略教程[M].金占明,贾秀梅译.北京:华夏出版社,1998:4
[8]邹昭唏.企业战略分析[M].北京:经济管理出版社,2002:162
[9]Michael A.Hitt,R.Duane Ireland,Robert E.Hoski sson.战略管理—竞争与全球化[M].北京:机械工业出版社,2006,(4):88
[10]孙德海.世界石化工业发展趋势的几点启示[J].辽宁化工,2005,(02)
[11]林治华.修订出台氧化铁颜料新标准的重要性[J].中国涂料,2007.(22):11
[12]齐红卫.推行清洁生产,实现化学工业可持续发展[J].产业与环境,2003,(01)
[13]史立峰.欧盟“REACH”法规实施——“狼来了”?[J].石油石化物资采购,2008,(02)
[14]雷银生.企业战略管理教材[M].北京:清华大学出版社,2006,(8):30
[15]司孟华,王翠平,李文革.21世纪化学工业经济发展之探究[J].化工进展,2001,(05)
[16]张利新,林治华.产业预警:氧化铁产业应对国际市场反倾销、贸易壁垒[J].中国涂料,2005,(08)
[17]邹海平,邱祖民,邱俊明.利用“三废”制备氧化铁的研究进展[J].化工进展,2007,(02)
[18]林治华.中国氧化铁产品的发展趋势[J].中国颜料工业大全2005-2006珍藏卷,43-52
[19]王敏.氧化铁颜料在建材业中的应用[J].中国颜料工业大全2008-2009珍 藏卷,30-33
[20]李海兰.德国朗盛集团上海金山颜料分厂落成投产[J].化工新型材料,2007,(04)
[21]叶尚仲.朗盛化学—为化工行业注入非凡活力[J].上海涂料,2005,(01)
[22]钟耕深,徐向艺.战略管理[M].济南:山东人民出版社,2006,(2):97
[23]戈登·沃克.现代竞争战略[M].刘刚 译.北京:中国人民大学出版社,2006,(03):18
[24]徐佳宾.企业战略管理[M].北京:经济管理出版社,2004:178
[25]黄传荣.对我国化学工业国际竞争力的分析[J]化工技术经济,2003,(05)
[26]C.Zott,2003,Dynamic capabilities and the emergence of intraindustry differential firm performance:Insights from a simulation study,Strategic Management Journal,24:97-125
[27]沙伦·奥斯特.现代竞争分析[M].张志奇,陈海威等译.北京:中国人民大学出版社,2004:190
[28]Arthur A.Thompson.Jr.and A.J.Strickland.Strategic Management:Concepts and cases(13 edition).New York:McGraw Hill,2003
[29]熊国宣,张展适,许文苑.钛白副产品硫酸亚铁的综合利用[J].化工环保,2001,(06)
[30]王方华,陈继祥.战略管理[M].上海:上海交通大学出版社,2003,(8):159
[31]J.Roberts.Economics,Organization and Management[M].Pretence Hall,2002:13-17
[32][美]约翰E.甘布尔等.战略管理—获取竞争优势[M].蓝海林,李卫宁等译.北京:机械工业出版社,2006,(7):80
[33]曲颖.颜料工业经济运行状况分析及发展建议[J].中国石油和化工经济分析,2007,(07)
[34]郑雅杰,刘昭成.氧化铁的制备方法及其应用[J].粉末冶金材料科学与工程,2007,(04)
[35]杨建昊,金立顺.战略管理原理与方法[M].北京:国防工业出版社,2005:211
[36]赵志,孙林岩.基于企业流程的管理方法探讨[J].西安:西安交通大学学报,1999,(03)
[37]余光,李小燕.基于价值链理论的化工企业流程再造研究[J].商场现代化,2008,(03)
[38]岳望坤.对推进中国涂料行业名牌战略计划的思考[J].中国涂料,2006,(01)
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