本文是工商管理论文，笔者认为工商管理主要包括企业经营战略制定和内部行业管理两个方面，其主要通过运用现代管理的方法和手段来进行企业管理和经营决策，是对工商管理工作的记录和总结。今天该网站为大家推荐一篇工商管理范文，供大家参考。
工商管理毕业论文（2018年）精选范文一：中石油甘肃销售公司绩效管理体系改进研究
一、引 言
（一）研究的背景及意义
随着经济全球化发展的日益加快，企业的内外部环境也面临着更加激烈的竞争与挑战，在这种情况下，企业所有者和管理层逐渐意识到企业自身经营管理能力对企业经营效益的重要性，也逐渐意识到通过自身经营管理能力的提升来提高企业自身核心竞争力的现实意义。长期以来，国内外多名学者对于绩效管理的理论、方法和效果进行了持续、广泛、深入的研究，形成了丰富的绩效管理理论研究成果，对企业在绩效管理中的实际应用打下了坚实的基础。哈佛大学教授、著名管理学家 Michael Porter 认为，在激烈的企业竞争与快速变化的市场条件下，企业经营能否取得成功，完全取决于产品的质量、成本和提供新产品的速度。因此，通过改进企业和员工在上述方面的工作绩效，达到以改善企业整体绩效为目标的绩效管理活动，越来越受到企业的重视。
进入 21 世纪以来，企业所有者和经营管理者逐渐认识到人力资源管理在企业发展中所起的重要作用，作为人力资源管理其中一部分的绩效管理和相应的绩效考核标准，在企业管理中的作用也越发显得重要。取得良好的经营效益、优化人力资源配置、加强队伍建设和员工力量、合理利用现有的员工资源、提高员工工作水平，是企业管理者理性经营、企业取得科学发展的关键内容，所以，绩效考核不仅仅是大多数人理解的单一考核，而是同薪酬、激励等一系列内容密切相关的综合内容。如何运用好绩效考核标准，最大限度地发挥人员的工作积极性，创造企业的最大化效益，是摆在每个企业（部门）面前的问题。在现代企业中，虽然几乎所有的企业都在进行着大量的考核、评比、奖惩等一系列绩效管理工作，但并不一定都构成了较为完善的绩效管理体系，现有的绩效管理体系也不一定能够完全体现公司决策者的管理意图。由此可见，虽然绩效管理研究成果很丰富，理论也很完善，但是大部分企业的绩效管理实际操作与研究理论还是存在着很大的差距。在这种情况下，一个完善的、有效的绩效管理体系就可以帮助企业解决一部分问题。随着石油、石化行业改革的不断深入，竞争环境的日益残酷，石油销售企业在经营目标、企业文化、员工队伍建设等各方面都面临着很大的挑战，尤其是作为人力资源管理一部分的绩效管理，成为企业实现精细化管理迫切要改进的内容和解决的问题。同时，绩效管理尤其是企业职能部门的绩效考核工作，不仅直接关系到企业管理者自身能力的提升，而且有助于实现企业的战略目标和可持续发展。
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（二）研究的思路与框架
中国石油甘肃销售公司作为甘肃石油销售工作的龙头企业，绩效考核体系是否完善，是否真实、准确、全面地反映单位员工的业绩，关系到企业能否创造利益最大化，关系到企业在日益加剧的竞争中能否立于不败之地。本文基于问题导向开展研究，沿着“发现问题—分析问题—解决问题”的研究路径，综合运用KPI、MBO 等工具，从中国石油甘肃销售公司目前的绩效考核标准入手，分析其完善与否，有没有存在问题和不足，针对存在的问题和不足，提出相应的解决方案。
本文基于绩效管理课题进行研究，直接目的是完善中石油甘肃销售公司的绩效管理体系，实现员工绩效与组织目标相统一的良性机制，为提高国有企业组织效率、运营水平提供参考范例。
论文共分为五部分：
第一部分是引言。介绍研究内容、思路及论文的框架结构。
第二部分是绩效管理相关理论综述。这部分主要对绩效和绩效管理进行介绍，同时对绩效管理所用到的工具进行介绍。
第三部分是中石油甘肃销售公司绩效管理现状分析。这部分主要介绍公司的基本情况、现行绩效管理模式的特点和存在的问题，为下一部分方案设计提供思路。
第四部分是中石油甘肃销售公司绩效管理体系改进设计，这是本论文的核心部分。这部分首先介绍了绩效管理体系改进的目标原则、总体思路，通过建立绩效管理方案流程图，进行体系建设，并分别由绩效计划、绩效实施与管理、绩效考核与评价、绩效反馈与面谈入手进行详细说明，最后，对中石油绩效管理实际状况提出几点改进想法。
第五部分是中石油甘肃销售公司绩效管理体系改进的实施。对实施的难点进行分析，并提出对策，同时，对实施的资源与保障进行说明。
论文的框架结构如图 1-1 所示：
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二、绩效管理相关理论综述
绩效管理是现代企业人力资源管理的一部分，它也是人力资源管理的一种重要工具和手段。在实际工作中，正确认识绩效管理、建立适合各类企业发展的绩效管理体系方案，对企业获取利润、实现组织整体目标和达成个人愿景具有非常重要的意义。
（一）绩效与绩效管理
1、绩效
绩效：是指在一定的组织中群体或个体的工作行为和工作表现，以及其工作业绩、最终效益和劳动成果的统一体。通过定义，可以看出绩效管理中的绩效，不仅是指群体或个体工作的直接结果和工作的最终业绩、取得的最终效益，而且还应包括群体或个体工作中的工作行为和行动表现。
企业绩效，从管理学的层面看，是企业为达到发展目标、取得利益而运用在各个方面各个维度的有效输出，是组织期望出现的结果，它主要包括组织绩效和员工绩效两个方面：组织绩效是指组织在一定时间内完成工作的情况[8]，包括完成工作的质量、工作的数量、工作效率以及获得盈利的情况；员工绩效是指员工在某一时期内的工作结果、工作行为和工作态度的总和。组织绩效实现的基础是员工绩效的实现，组织绩效的实现以全体员工绩效的实现为依托，但是这并不代表员工个人绩效的实现，就一定能够确保组织绩效的有效实现。
从经济学的层面看，绩效与薪酬关系是组织和员工之间相互的对等承诺关系，绩效是员工对组织做出的承诺，而薪酬是组织对员工所做出贡献的承诺。这种对等承诺的关系，反映出了在市场经济运行中等价交换这一行为。从社会学的层面看，绩效：即社会中每一个社会成员按照不同的社会分工承担相应的社会责任的过程。每一个社会成员的生存权力都以其他人取得的绩效作为保证，而同样的，这个社会成员的绩效又保障着其他社会成员的生存权利。因此，身为社会人得到社会的恩惠就应当有所回馈，而作为社会人的义务就是更好地完成自己的绩效。
绩效有以下三种特性：多维性、多因性与动态性。绩效的多维性是指绩效需要从多维度、多角度去分析和评价考核；绩效的多因性是指绩效结果的成败受主客观、内外环境、绩效体系设计是否完善等多种因素的影响；绩效的动态性是指企业或员工的绩效成果不是静态的或一成不变的，它会随着时间的推移不断发生变化。
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（二）绩效管理常用工具
1、KPI
关键绩效指标法，将企业在运转过程中取得的关键成功要素进行了提炼、总结、归纳和整合，“对于任何企业来讲，如果企业取得的效益、发展的结果令人满意，那么在企业发展中使企业实现竞争性绩效的那几个因素，就是它的关键成功因素。”企业要想发展，就必须以关键成功因素的实现为目标，如果关键成功因素实现的结果未达到既定目标或不理想，那么就意味着企业未能实现这段时间的预期成果，同时也没有达到既定的目标。
关键绩效指标的原则是 SMART 原则，即：
S：Specific,代表明确的、特定的，主要指在绩效管理中工作指标的确定要明确、具体，不能抽象、笼统、模糊不清；
M：Measurable，代表可衡量、可测量的，主要是指在实际的绩效管理工作中，各项指标和数据是能被获取的，同时，这些指标也应该具有可操作性或是可以被量度的；
A：Attainable，代表可达到、可实现的，主要是指绩效考核各项指标的实现与组织、员工付出努力的程度息息相关，同时在付出一定心血的情况下，指标是可以被实现的；
R：Relevant，代表关联度、有关的，主要是指年度、季度或月度经营目标的制定，必须与有关责任单位（如预算责任单位、经营销售单位）的职责紧密相关；
T：Time-based，代表期限性、时效性，主要是指绩效指标的完成是有时效性和时间要求的，注意要在一定时间内完成，否则可能会影响组织整体绩效目标的实现。
关键绩效指标法指出在设置企业绩效目标时，必须要与企业的战略目标相一致，这样才能更好地实现组织目标。
关键绩效指标主要考核员工工作完成情况，在实际操作中要与关键成功要素法、平衡计分法相结合使用，才能更好地平衡战略目标与员工个人的工作行为。
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三、中石油甘肃销售公司绩效管理现状分析........................15
（一）中石油甘肃销售公司概况....................... 15
（二）中石油甘肃销售公司现行绩效管理模式....................... 16
四、中石油甘肃销售公司绩效管理体系改进设计....................21
（一）目标原则与总体思路............................. 21
（二）绩效计划........................ 24
（三）绩效实施与管理................... 27
五、中石油甘肃销售公司绩效管理体系改进实施......................32
（一）实施的难点与对策.................... 32
（二）实施的资源与保障..................... 33
五、中石油甘肃销售公司绩效管理体系改进实施
绩效管理是一个系统，要想实施成功，组织、人、企业文化、企业信息化水平等多方面因素缺一不可。下面分实施的难点与对策、实施的资源与保障两部分对中石油甘肃销售公司绩效管理体系的改进进行说明。
（一）实施的难点与对策
对中石油甘肃销售公司来说，绩效管理体系实施的难点主要有：一是员工大多都从个人角度出发干工作，出绩效，但是往往不能从公司全局的角度出发考虑公司整体绩效，以致于员工绩效不能很好地与组织绩效有机结合起来；二是绩效管理体系中，对于出现的不良事故一般都采取累计扣分的方式，在事实上形成了一种“干得多，出问题多，干的少，出问题少”的负面效应，严重影响到了绩效考核的有效性；三是在队伍建设方面，现有的用工制度在薪酬方面的不公影响了员工的工作积极性等。
针对以上问题，可从以下几个方面提出相应的解决措施：
1、在绩效目标设计过程中，由公司有关负责人出面，在与其他相关人员充分沟通的基础上，确认月度、季度和年度组织工作目标，也明确员工子目标，使员工子目标与组织战略目标有机结合起来。同时，根据考核标准对员工进行月度、季度和年度工作任务、工作能力、工作表现等方面的评价，在考核过程中不断修正员工绩效目标，使其与组织整体的工作目标相一致，使绩效考核工作有序开展。这样，可以从根本上杜绝员工绩效与组织绩效脱钩的现象。
2、为了更好地对考核结果进行反馈，同时修正在考核过程中出现的不公现象，由考核办公室定期组织召开由主管领导主持的绩效考核会，对存在异议的内容，以及加、减分项目进行讨论研究，并对确有偏差的考核结果进行补救。这样，既能将考核过程中出现的问题及时解决，又加强了考核人与被考核人之间的沟通，确保了不出现影响员工工作积极性的情况。同时，为了避免被考核人对考核结果出现不满的情况，还应该建立相关申诉制度：如果相关单位或员工有异议，可在反馈考核结果后的 5 个工作日内，向公司的绩效管理办公室或直接向绩效考核委员会、公司绩效评估委员会提交书面投诉，由委员会对最终结果进行澄清，并明确其仲裁结果为最终意见。
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六、结论与展望
成功有效的绩效管理是保证各类企业实现长期可持续发展的根本。有效的绩效管理方案，能够引导企业管理层、各部门及广大员工不断创新工作理念、提高工作水平、改进工作行为、发挥主观能动性，从而全面提高企业的运行效率、工作效益。
基于以上原因，本文采取理论结合实践的方法，通过对中石油甘肃销售公司实际情况的考量，对其现有的绩效管理体系中存在的问题进行分析，如绩效管理考核应用不尽如人意、缺乏持续的绩效沟通等，得出结论，以此提出合理有效的绩效管理方案。
本论文的重点是对中石油甘肃销售公司绩效管理方案的设计。该方案根据公司战略分析和组织目标，在进行工作分析的基础上，分别制定组织绩效目标和个人绩效目标；同时，由省公司分别和分公司、机关各处室、员工签订绩效合同，在注重沟通和绩效管理实施的基础上对管理过程中的各项有效行为进行记录和数据统计，总结绩效工作的相关情况；在分公司、机关各处室、员工三个层次建立绩效评价指标的基础上，对绩效效果进行分析评价；最后，对评价结果进行面谈并反馈，将反馈的情况填写在绩效考核面谈记录表上，作为分公司、机关各处室评优、薪酬、奖金、职务变动的依据。最后，从完善的机构设置、队伍建设、人员配合、建立企业文化和提高信息化水平等方面入手，提出了必要的保障措施，以确保绩效管理方案的顺利实施。
由此可见，通过实施这样的绩效管理方案，可以真正提高公司的绩效管理水平，对公司人力资源管理水平、综合竞争力的提高、改善组织效率和提升员工能力等方面打下坚实基础。
参考文献（略）
工商管理毕业论文（2018年）精选范文二：L公司原纸供应商本土化策略研究
ChapterⅠ Introduction
1.1 Background
Base paper also known as processing paper for further processing into a variety of paper. Its nature, quality, and specification vary with the processing requirements. Release paper also known as silicone paper. It’s a prepreg prevent adhesions, but also can protect from contamination prepreg release paper.
[CPP114] News: According to Alexander Watson Association (AWA) "2015 global release paper market, the latest survey report" shows: 2014, the global release paper consumption totaled 43,984 million square meters, of which Asia accounted for 37% of the market, accounting for more than 28% of each European and North American markets. Emerging economies in South America, Africa and the Middle East will share the remaining 7% share.
The report also pointed out that high-quality pressure-sensitive label material is still paper-based and filmic release liner terminal, annual growth rate of 4 percent in 2014, while the global pressure sensitive tape market is showing a thriving scene, the growth rate of about 9.7%.
For manufacturers, the procurement costs occupy the entire production cost for a large proportion, generally 55% -85%, if the company can reduce procurement costs, it will increase profits. Procurement is one of the most important part of all the work in the supply chain, supplier at the beginning of supply chain has a very important significance for the entire supply chain.
Paper companies due to excessive reliance on overseas imports, high cost in procurement, logistics, inventory, and long production cycle, competitive advantage is disappear. It is imperative for implementing local suppliers’ development and management in order to improve the supply chain competitiveness. Creation and management of local suppliers’ partnerships play a decisive role for competition. Supplier delivery times, product quality, service, including technical service and maintenance time is crucial to ensure the smooth daily operation. Therefore, how to develop and manage local suppliers and take advantage of them becomes very hot topic, worthy of corporate research.
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1.2 Significance
Because of its rich labor resources, low cost, favorable conditions to undertake the transfer of manufacturing, China form characteristics with processing trade to participate in the international labor pision. L enter China from 2003, but in the localization vendor management facing unscientific of localization vendor selection, unstable manufactured product quality, delivery delays and rising costs and other practical problems, and not have a Line effective supplier performance evaluation system. This article attempts to explore a similar multinational property under certain conditions through L, how to select, assess and manage the suppliers localization, to reduce procurement costs, shorten lead times and delivery cycle of raw materials for the purpose of business development to provide a stable and flexible supply of raw materials localization.
In this paper, the author takes L Company as a case to study localization vendor management improvement and analysis. It provides a very simple and practical method for localization vendor management mechanism. In this article, due to narrow localization vendor management of L's case study, it might provide a more simple and practical structure for the supplier management related businesses with supplier management mechanism mode. At the same time, it established supplier localization process management to provide a constructive mechanism on the basis of related businesses provide a basis for decision making.
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Chapter Ⅱ Literature Review
It can be known from chapter I that successful supplier management can help the enterprises to reduce cost, minimize the inventory, improve the competitiveness etc. Considering the management is not only an art, but also a science, thus, a complete set of feasible theory and method is the premise and guarantee for implementing supplier management. Following part will elaborate some theories of supplier management.
2.1 Basic Theory of Supplier Management
2.1.1 Supply Chain Management
SCM is a special partner in the form of suppliers, manufacturers, distributors, retailers and users. It has a positive impact on the entire channel operation; the key is the activities integration. Global Supply Chain Forum considers that SCM is valuable for the consumer products, services and information, integrated business processes from the source to the final consumer suppliers.
The core concept of SCM is mainly reflected the overall systems thinking, cooperative thinking, Prime Thought. Whole systems thinking, to break the shackles of corporate boundaries, the core upstream and downstream enterprises, production,supply, marketing and other markets to establish external linkages of economic entities, the formation of the chain network, suppliers, manufacturers, distributors, consumers regarded the organic link overall, the harmonization of information flow, logistics and cash flow all node members by the overall objective, to get win- win situation; cooperation ideology, SCM based on cooperation and win-win on each reference are all engaged in manufacturing or providing some of the activities necessary for the process, in mutual support, cooperation and coordination to maximize the overall interests and benefit, Prime Thought; SCM is to have a certain expertise and market competitiveness of the upstream and downstream enterprises to cooperate arrangements, the core competitiveness of enterprises merge into a single overall competitiveness, improve market competitiveness, select each node of the supply chain system, follow the principle of combination of gathering the most competitive resources work together, play the whole performance.
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2.2 Related Theory of Localization Supplier Manage ment
Collectively supplier management is integrated management of investigation, selection, development, use and control for the supplier. Among them, the investigation is the foundation, select, develop, control is the means, use is the goal.
Source: Supplier Management
Localizationvendor management is premised on suppliers to build supplier networks, establishing strategic partnerships between companies and local suppliers and the implementation of management activities. Localization vendor management is an ongoing dynamic process, including the localization vendor selection and evaluation, assessment, localization suppliers’ daily management and supplier relationship management, localization of content, substantially above this chapter tells Supplier Management the same content. Supplier localization can bring to the enterprise communication smooth cooperation convenient, effectively shorten lead times, increase the flexibility of the supply chain will help shorten product development, improve quality and reduce costs.
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Chapter Ⅲ Case Description.................. 25
3.1 Background Introduction of L Group and L Company ............ 25
3.1.1 Company Profile .................. 25
3.1.2 Organizational Structure of L............... 26
3.1.3 Product Introduction .................... 27
3.1.4 General Introduction of L’s Current Supplier Status............ 28
Chapter Ⅳ Case Analysis ........................ 37
4.1 Motives Analysis of Implementing Base Paper Supplier localization ........... 37
4.1.1 Cost Savings................ 37
4.1.2 Optimize the Supply Chain ............ 38
4.1.3 Strengthen the Communication.............. 39
Chapter ⅤSuggestions........................ 48
5.1 Strategies of L select and manage Local supplier .................... 48
5.1.1 Procedure for Selecting Raw Material Local Suppliers...................... 49
5.1.2 Establish Local Suppliers’ Database ............. 51
5.1.3 Establish Strategic Partnership with Suppliers ............ 53
Chapter Ⅴ Suggestions
The early stage of the new suppliers development determines the L ‘s supplier localization management and supply chain operation efficiency in the future. So in the early stage of the potential supplier selection process, the excellent suppliers can not only help the company to control costs and improve the quality, but also both companies can grow up together by active cooperation. The new supplier development is the foundation of supplier localization management for L.
5.1 Strategies of L Select and Manage Local Supplier
From the third chapter that, L’s paper supplier localization is not high, more than 90% of all from United States and Japan and other places, because of aging problems and high inventory phenomenon, leading companies produce passive damaged interests. Developing local suppliers is an urgent problem of L; we need to re-select providers of local partners.
5.1.1 Procedure for Selecting Raw Material Local Supplie rs
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Chapter Ⅵ Conclusions and Prospect
6.1 Conclusions
Localization supplier management is a problem in recent years has been widespread concern, this paper studies on the basis of previous, reviews supplier management, supplier localization, supplier local management theory, takes L company as an example, proposed contents: in the modern supply chain system, strategic partnership of manufacturers and suppliers has become a key factor in determining the efficiency of the supply chain and even in success. This paper constructs successively supplier selection model, performance evaluation model of AHP, and Motive Analysis of localization, dilemma analysis of paper supplier localization, risk prevention of paper supplier localization, improve local suppliers ability analysis, in order to resolve L's current procurement, low supplier localization lead to logistics, inventory costs high, long production cycle and other issues, and proposed paper supplier localization coping strategies.
This paper tries to put forward some of own ideas in the field, as well as the author’s thesis research capacity limited and paper ’s length and structure, in some places still need continuous improvement. This will also be the author ’s future research directions: (1) the model established only some qualitative analysis, not quantitative calculations. In addition, the model is feasible, but also the actual proof. (2) This is just a simple analysis of the supplier management, no more in-depth study. For other deficiencies of the paper, the author implores educated teachers to give criticism and recommendations, to benefit from themselves, and continuous improvement.
reference(omitted)
工商管理毕业论文（2018年）精选范文三：基于4P模型的W公司海外市场营销战略研究：以出口欧洲市场的泳衣业务为案例
CHAPTER I INTRODUCTION
1 Introduction
1.1 Research Background
Since the Reform and Opening Up of 1978, China got a great success on the development of society and economy in the past 30 years. Here below are some statistics:
GDP grew to more than RMB￥63,000 billion, average Annual Growth rate was more than 15%. The GDP Amount already ranks to the 2 place around the world, only behind the USA. The Tertiary Industry increased from 25% in 1978 to 48% in 2014.
China’s Foreign Reserve is more than US$3,800 billion, rank the 1st place in the world, while in 1978, this amount was only up to US$150 million. Foreign Trade, as one of the three main driving forces of China’s Economy, attributes a lot to the growth of Economy in China. Import & Export amount grows from US$20,640 million in 1978 to US$4,303 billion in 2014.
In the field of Science and Technology, Manned spacecraft were launched successfully, Moon exploration project is progressing. All of this accomplishment, certify that our social productivity and overall national strength grows a lot.
The Reform and Opening up also improve the quality of life, Average GDP grew from RMB￥382.00 in 1978 to RMB￥46,629.00 in 2014.
In the field of foreign trade, China is facing the most difficult period which have evermet. Firstly, Demand of the whole world market decreased due to the Subprime Mortgage Crisis in the United States since 2008, and European sovereign debt crisis in 2009. Secondly, Excess capacity exists among the export-oriented enterprises. Thirdly, Fixed asset investment amount RMB￥4,000,000,000,000.00, cannot be managed well and activated the domestic market. There is most industrial redundant construction in lower quality level.
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1.2 Research Objective
As the above mentioned situation, W company’s Swimwear business also faces the same challenge. W company was established in 2001. Now the business pided into 4 parts, which includes Export business of Sports equipment, which is managed under a brand; Aqua Sports Garments, Fashion accessories, and Beach toys & accessories, Swimwear business belong to this part; Production base; and Retail shop for Street fashion brands from US, in domestic market.
Swimwear business was started from 2nd half of 2007, which is based on the MIX & MATCH collection business. We attended to the fair in HK and USA, explored the markets from US, Europe, till Australia, etc. Now, the business in Europe accounts for the biggest part.
Due to the European sovereign debt crisis, its demand decrease, also there are more and more competition from South-East Asia, Africa. The business develops difficultly in this market. Great development in Internet sales also change the way of exploring.
Under such complicated and changing environment, How to adjust the strategy to fit the market is very important. We will use the 4Ps theory to analyze W company’s situation on the fields of Product, Price, Place and Promotion. Finding the obstacles, tracing the reasons and Recommend the solutions on their 4Ps strategy.
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CHAPTER II LITERRATURE REVIEW
2 Literature Review
To better understand W company’s swimwear business and its marketing strategy in the Europe market, some basic theories and concepts should be introduced and figured out, which help the author make a clear analysis of the case.
2.1 Main concept
2.1.1 Swimwear:
Clothing designed to be worn for swimming or at a beach, but now it will be worn in more and more places e.g. party, or other resort occasions. Swimwear appeared long time ago, but due to religious reasons and people’s conservative, it doesn’t develop so much. Until the Olympics games was established at the beginning of 1900’s, swimming became more and more popular, then the swimwear develops also together with the popularity of swimming.
Swimwear is mainly pided into two categories, one is performance style, for sportswear market, famous brands include Speedo, Arena, Nike, Adidas etc. These styles are more concerned on the fabric function, close fitting, the other is fashionable style, for fashion apparel market, famous brands include Seafolly, Victoria’s Secret, Hurley, Roxy etc. They are more concerned on the fashion trend, color, style, comfort etc.
Now, a cross development category between sport and fashion comes out in the past 2 years. Sport company e.g. Nike, puts more fashion into their design, or Fashion Company e.g. Victoria’s Secret develops more and more sportswear with their fashion elements. They want to capture both market segments, to increase their sales.
2.1.2 Market:
There are two kinds of market, consumer markets and business markets. Even the swimwear business is a B2B business, but W company still needs to take their eyes on the consumers and its behavior.
For the business market, it consists of all the organizations that acquire goods and services used in the production of other products or services that are sold, rented, or supplied to others like schools, hospital, and governments. Organization buying is the decision-making process by which formal organizations establish the need for purchased products and services, then identify, evaluate, and choose among alternative brands and suppliers.
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2.2 Main theories and relevant literature
2.2.1 The Four Ps of marketing:
McCarthy classified all the marketing activities as marketing mix tools of four broad kinds, see below:
Each marketing activies will have several variable. Product: includes Product variety, Quality, Design, Features, Brand name, Packaging, Sizes, Services, Warranties, Returns; Price: includes List price, Discounts, Allowances, Payment period, Credit terms; Place: includes Channels, Coverage, Assortments, Locations, Inventory, Transport; Promotion: include sales promotion, Advertising, Sales force, Public relations, Direct marketing.
Company can take the activities in the aspect of above variable factors to stimulate the sales.
As the development of marketing theory, especially the holistic marketing comes out, there are new 4Ps theory to support the implementation of the old 4Ps, they are People, Process, Program, and Performance. People means Internal marketing, which emphosizes the importernce of human resouce management, whether the marketing activies can be implemented successfully, it depends on the capacity of employee; Process is related to all the procedure, rules, and regulation set up for creation on new product, upgrading service, and marketing activities; Program include all the activies related to the old 4Ps strategy, On line and Off line, all of them are integrated for achieving the goal of the company; Performance, it measns a series of accounting or non-accounting index to measuring the result of marketing, e.g. profit, brand value, customer’s satisfaction, through this, company can monitor employee actions and reward good performanc.
The new 4Ps actually are mainly used in the company internal marketing, which can help the employee work more closly.
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CHAPTER III CASE DESCRIPTION ................... 13
3 Case Description ................. 13
3.1 General Situation of Textile & Garment Industry ................. 13
3.1.1 . Situation of the world’s market.............. 13
3.1.2 Difficult Situations in Domestic Market .......... 14
CHAPTER IV CASE ANALYSES ........... 24
4 Case Analyses based on 4Ps Strategy ............ 24
4.1 Analyses on the Product Strategy ................ 24
4.1.1 Core Value of the Swimwear ........ 24
4.1.2 Product Design .................... 26
4.1.3 Product & Service Differentiation ......... 27
CHAPTER V RECOMMENDED PROPOSAL ........ 50
5 Recommended Proposals............................ 50
5.1 Recommended Product strategy ............... 50
5.1.1 Improve on Product Workmanship & Quality. .............. 50
5.1.2 Strategy on Product Design to Different Countries ............... 51
CHAPTER V RECOMMENDED PROPOSAL
5 Recommended Proposals
5.1 Recommended Product strategy
5.1.1 Improve on Product Workmanship & Quality.
Swimwear Garment factory around Canton area still hold the advance production workmanship and management experience, we should keep developing this skills and increasing it, as per some news, for some factories, already set up Assembly line w/hanging system (which is used widely in normal garment, for swimwear it is less used at present). This system speeds up the production effectiveness and enlarges the production capacity.
QA system should be recommended and implemented by the whole production management. “Right First Time” should be advocated within the production team, which can help to low down the inferior rate and save the cost.
In field of factory management, now more and more big customers require factory audit before processing their order. There are 2 kinds of Audit under implementing: One is about BSCI certificate, or Sedex certificate. Both certificates are related to the Social responsibility, Factory have to comply with the requirement and law on minimum salary, attendance, Security equipment against fire etc. The other is about Quality Assurance system audit. Customers are very concerned on the bulk quality, every season they will process the audit about the QA system. Audit will start from Material & Trimming warehouse, then Cutting, Sewing, Packing and final finished products. Every department and production step, required a quality control report to ensure all the products are under controlled and checked. 4 point system, random check and AQL II 2.5/4.0 standards, will be used as the way on checking.
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CHAPTER VI CONCLUSION
6 Conclusion
6.1 Question Summary and Conclusion
More than 30 years, after reform and opening up; More than 14 years, after entry of WTO of China; More than 8 years, after entry into the swimwear business for W company; We have reached great achievement. But, now we are facing the most difficult period we have ever met. The winter of economy seems that it won’t end up shortly.
Above analysis based on 4Ps theory reflects some difficulties and challenge to W company’s swimwear business, same situation as the whole China’s economy, especially the textile and garment industry.
Product: most companies rely too much on OEM business, which destroyed the enthusiasm on the creation and development of new products. They care more on the workmanship, but less on style, design and demand of final consumer market. We mainly play the role on processing and implementing, but not real manufacturer. Even the whole China advocate CREATION on products now, but we are lack of knowledge on products and detail demand of final consumer market, which made us difficult on such design work. E.g. W company, 95% of products are sold to foreign market, more than 85% of style are from customer’s design. Why the customer has no selected our styles? It is related to the consumer and its culture. Such kind of problem required that we must learn more about the final market. Creation is the soul of design, while the demand of market is the base.
reference(omitted)
工商管理毕业论文（2018年）精选范文四：G公司冰淇淋配料市场定位策略研究
ChapterⅠ Introduction
1.1 Background
With the development of China economy, the domestic food industry grows rapidly. It has become the important pillar industry of national economy. At the same time, food additives have gained a wide range of development, as well as its production and application. Food additives have been widely used in drinks, baked goods, ice cream, seasoning, dairy, alcohol, cigarettes, fish products, wheat flour, edible oil, fruits and vegetables, and fast food etc. In a sense, if there are no food additives, there would be no modern food industry. Food additives have been important for the development of food industry. At the same time, people also began to study the food additive blends in order to meet the market needs. Because of the shortcomings of single ingredients, blends can improve the original quality of single ingredients and create huge synergy effects. Therefore, the blended food additives industry in China grew rapidly. Nowadays, the state government pays more and more attention to food safety problems, the relevant laws and regulations were promptly issued to strictly control the supervision. Consumer awareness of food quality and safety also arose, industry structure and consumer behavior subtly changed. In current complex market environment, each big food companies, especially food ingredients enterprises have to seriously study the market segmentation, market positioning, and develop a suitable marketing strategy to make a breakthrough in the market. It is very urgent and important for the company survival.
Product or service market positioning is the starting point for the whole marketing process. Effective and accurate market positioning is the basic work for an enterprise to make its product research and development, and as well as the market development. The essence of market positioning is to better meet consumer needs and realizes the goal of enterprise market competitive advantage. In the fierce competitive environment, the enterprise has to adopt a scientific and accurate market positioning strategy so that it can effectively and smoothly implement the overall marketing activities, win the market, and achieve the company goal. From the enterprise itself, its managers and staff, financial status and financial strength, the condition of equipment and production capacity, information sensitivity and image in the public, can directly affect the enterprise whether it can provide consumers or users with thebest products and services. As a production enterprise, to meet the needs of target market consumers or buyers, and achieve a satisfactory profit, it must be united with the suppliers, marketing intermediaries, and other enterprises or units to produce qualified products, and use the best channel to deliver the goods to the consumers or users’ hands as soon as possible. Due to the development of mass production, labor pision and cooperation is more and closer, the close coordination with the supplier, sales agents can improve enterprise efficiency, ensure the product quality, reduce cost and obtain good economic benefits.
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1.2 Significance
Nowadays, the commodity market has become homogeneous, consumer needs have become more complex, and the commercial war is unprecedentedly fierce. The enterprise how to use its limited resources to provide consumers with suitable products, and find an appropriate market position for their products is important. These can be resolved through market positioning. In the enterprise marketing strategies, enterprises must have a clear market positioning so that it can specify the marketing strategy through its own practical situations. As the American marketing expert Philip Kotler said: "the big mistake of positioning will destroy the enterprise marketing strategy‖. It is clear that market positioning is the first step in the marketing work. An effective and accurate market positioning is the base of product production and market penetration.
In this thesis, the research target is to develop the marketing strategies for G Company to sell ice cream ingredients to ice cream manufacturers, and how to position itself in the ice cream ingredients market.
Firstly, it needs to solve the positioning problems of G Company when entering into the ice cream ingredients market.
Secondly, it is to provide a marketing strategies research sample or reference for other marketers or enterprises in the same industry.
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Chapter Ⅱ Literature Review
2.1 Development of Positioning Theory
2.1.1 Development Stage of Positioning Theory
Positioning theory first appeared in 1969, co-sponsored by the AL Rise and Jack Trout, the emergence of the theory opens up new marketing revolutionary theory, competition between enterprises guidance direction. The main course of development in the following stages:
The first stage, positioning. (1970s). In 1969, AL Rise and Jack Trout issued a "positioning: today" ME-TOO "market competition", and published the "positioning times coming," in 1972, in the article they pointed out thatcompanies need to consider marketing from a mental, positioning their products not only to consider their own strengths and weaknesses, will also need to take into account competitors. This marks positioning age coming, positioning thinking in marketing theory has aroused widespread attention and influence.
The second stage, marketing warfare. (1980s). AL Rise and Jack Trout in 1985 published a book "marketing warfare,", focuses on the four common marketing strategy, and pointed out that small businesses can be in a dominant position for their own state, it should be found to be able to hold a small segment of the market. The book is called the marketing industry, ―Art of War‖, and creates a new era of market positioning.
The third stage, the focus (1990s). AL Rise published a book "Focus" in 1996, the book describes the enterprises to choose a smaller positioned to ensure the status of the customer in mind, so grab some reason the market. The view has been focusing a lot of attention to academics and business, the history of the famous GE "one of the best" strategy on inspired, and GE had great success.
The fourth stage, differentiation. (21 century). AL Rise published "The decline and rise of public advertising" in 2002, in which he pointed out why enterprises build brands. AL Rise and Jack Trout once again jointly issued a book "brand of origin," pointed out that the product is bound branches, while differentiation is bound to provide branding opportunities.
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2.2 Relationship between Market Positioning Theory and Marketing
2.2.1 Theoretical Integration
(A) An explanation about the competition
Positioning theory emphasizes the view from competition-oriented customer. Kotler marketing theory emphasizes "customer-oriented + competition-oriented," the combination of the guide. Both the guide itself is complementary, inpisible whole. First of all, competition in the final analysis is the competition of corporate marketing to customers; any business cannot only focus on competition, while ignoring customer needs. Any proposed competitive strategy and policy should be based on customer demand, and fell on to meet customer needs, in order to convert it into a competitive advantage. And only than its competitors to meet customer needs more effectively, companies can be successful. Secondly, on the "competition," meaning, the one zero-sum competition conventional sense; the second is a win-win competing states. No matter from which level, the competitiveness of enterprises must be concerned about the needs of customers. Again, from the consequences of competition caused by the view, first, of course, healthy competition will enhance the credibility of the product, but only emphasizes competition will make companies into a vicious competition cycle, and the customer will pay for the cost of this heavy competition, a business competition victim; Second, the vicious competition will cause a great waste of resources in society as a whole, cannot be maximized to meet customer needs. Finally, from the applicability point of view, more competition-oriented perspective from the challenger market, which because of their market position, decided that they must be based on competition from other competitors to win the limited market share. For the market leader, it is more to be playing defense, based on understanding the customer, customer satisfaction, and create new customer needs, in order to defend against competitors' attacks. In addition, positioning itself connotations, by its very nature is an impression in the minds of customers formed to provide customers a reason to buy, but also a commitment to customers, therefore, today's marketing development advocated " + competition-oriented customer-oriented, "the combination of the guide, it is the integration of theory and positioning Kotler marketing theory.
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Chapter Ⅲ Case Description ........... 24
3.1 G Company Profile .................... 24
3.1.1 Company Profile ................. 24
3.1.2 Organization Structure .............. 24
3.1.3 Reasons to Enter Ice Cream Market ............. 25
Chapter Ⅳ Case Analysis ................... 34
4.1 Chinese Ice Cream Market Situation ............... 34
4.1.1 Rapid Demand of Ice Cream Ingredients .............. 35
4.1.2 Healthy Natural Ingredients will become the Mainstream ................. 35
4.1.3 Market Development Potential ............. 36
Chapter ⅤSuggestions......................... 47
5.1 Ice Cream Ingredients Business Target Customers of G Company ............... 47
5.2 Ice Cream Ingredients Business Competition Strategies of G Company ...... 48
5.3 Ice Cream Ingredients Business Positioning Strategies of G Company ........ 49
Chapter Ⅴ Suggestions
5.1 Ice Cream Ingredients Business Target Customers of G Company
R&D composite emulsion stabilizer business, mainly concentrated in the economically developed coastal areas. There are already a number of enterprises to take shape. But on the whole, complex emulsion stabilizer mostly small-scale enterprises, small products, low yields, has formed a large-scale production, formed a series of products, quality is stable, less high brand awareness. For now, large complex emulsion stabilizer there are still vacancies in the market, they can continue to learn from foreign advanced experience and technology, so that the industry continues to grow and develop.
According to Diamond Figure positioning model, the first step is to find a place, namely that the target market or target customers. Companies generally only meet part of customers’ some demand, so the ultimate goal is to find market position should meet what specific needs of which customers. So the first step in positioning is first clear customers, what is the target market.
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Chapter Ⅵ Conclusions
With the economy development and improvement of people’s living standards, frozen food is no longer a food for quelling thirsty, but a food with combination of convenience, indulgency and health concepts. A good quality frozen food must be with good, sweet, smooth and creaminess mouth feels which should be impressive on consumers. There are many things affect its quality, but a right blend of emulsifier and stabilizer is an important factor to control the quality.
Each emulsifier and stabilizer has its own advantage and disadvantage; each of them can only meet parts of the functionality, it is difficult to reach an ideal effect if only use single ingredients. While there are synergy interactions between emulsifier and stabilizer, emulsion stable system and food system, it can produce a feature that single ingredient cannot meet. Therefore, choosing the right emulsifier and stabilizer blend is important to produce the synergy affects.
The thesis introduces G Company stabilizer blends and the reasons of entering into ice cream market, explores the stabilizer blend can meet higher ice cream product requirements and improvements of its quality, then finally meet consumers’ needs. To look for long-term development, G Company develops new product, enters into new areas, and segments the market from the product technology, geographical location, enterprise scale, and enterprise purchase. And listing the needs of different customers, the reposition the company marketing strategy in order to make a differentiation strategy, and looking for new partners.
The thesis attempt to propose its views on this area, due to the limitation and structure of this paper and the limitation of author’s research capability, there are many aspects need to improve in this thesis. And the followings are what the author would pay attention to study in the future: 1) the thesis is mainly with qualitative analysis, without quantitative study. 2) The thesis only simply analyses the ice cream ingredient market, it doesn’t make a deep research in this field. Regarding other shortcomings of this thesis, sincerely welcome all comments and recommendations from teachers so that the author can benefit from the feedbacks and keep improving the research quality.
reference(omitted)
工商管理毕业论文（2018年）精选范文五：废玻璃再利用商业分析:一种新型绿色建材创业战略
Chapter I Introduction
1. Research Objectives
Glass has been used for thousands years. The earliest known glass objects were beads, the mid third millennium BCE in coastal north Syria.[1] Modern glass industry ---“float glass industry” --- begun form 1959 in UK when Sir Alastair Pilkington and his associate Kenneth Bickerstaff, developed the world's first commercially successful manufacture of high quality flat glass using their float glass process. Because float glass process cleverly using gravity force and surface tension forces of glass, float glass became smooth as mirror, whose surface quality can be comparable with those mechanical polished glass. Further float glass production capacity is great; efficiency is higher than those old methods by several decades’ times. Float glass manufacture process invention quickly draw all the attention in Global glass industry, was declared as a new revolution in flat glass industry, and quickly spread to the entire world. Nations eagerly in line bought this U.K. Patent, so that built float glass production lines in domestic.
As Glass manufacturing technology’s great improvement, in 2010 Globe flat glass production reached 55 million tons. In past two decades, globe glass production grew higher than GDP growth. In view of long term, globe glass demand may be keep 4% growth, as Glass application fields enlarged and more and more architectures and autosdesigners incline to use glass components.
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2. Meaning of the Research
Environment protection has become critical society issue in today’schina. After crazy GDP growth chasing, environment violations were serious. Since 1990, China glass production lines had been soaring up to decades times. Until Nov 2012, China has 268 float glass lines and other 49 lines on construction. Hebei province was the most.
Waste glass recycling can reduce environment pollution. One reason is waste glass weathering process is very slow, lasting for hundreds years. The waste glass in landfills is nearly no decomposing, in comparison with decomposition process of most of organic wastes. Today’s china people cannot find enough landfills, and waste dumping landfills are environment violations, sometimes were environment pollution when protection measures were not sufficient. It was reported 15%-25% flat glass is wasted in industry processing, including cutting, grinding, polishing, assembling etc. Another reason is glass recycling saving energy. Energy saving reduces carbon dioxide emission, and other environment impacts. It was reported when using 60% waste glass in glass production instead of rough raw material it reduces 6%-22% atmosphere pollution and saves 6% energy .
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Chapter II Literature Review
1. Basic concepts
To fully comprehend the strategic development of micro innovative technology enterprise, some classic theories and concepts should first be introduced and only by figuring out the these basic concepts used in strategic development and theories of Micro-enterprise can the author make a clear analysis of following case.
The following several basic concepts will be defined first in the thesis. Namely,
1）Micro-enterprise, 2）Development strategy, 3）Focusing strategy, 4）Non-equity strategic alliance
1.1 Micro-enterprise
A micro-enterprise (or micro-enterprise) is a type of small business, often registered, having five or fewer employees and requiring seed capital of not more than $35,000. The term is often used in Australia to refer to a business with a single owner-operator, and having up to 20 employees. The European Union defines micro-enterprises as those that meet 2 of the following 3 criteria and have not failed to do so for at least 10 years:
The term micro-enterprise connotes different entities and sectors depending on the country.
In China, four major government departments including Ministry of Industry and Information Technology, National Bureau of Statistics, National Development and Reform Commission and Treasury Department studied and enacted An Regulation on the pision Standard for Small and Medium-sized Enterprise in 2011. In the regulation, Small and Medium-sized enterprises are pided into three types, Small sizedenterprise, Middle sized enterprise and Micro-enterprise according to the number of employee, business turnover and asset size.
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2. Brief introduction of the strategic development theory of
Micro-enterprise This thesis makes a brief introduction of the strategic development theory of Micro-enterprise from the following five aspects. Namely,（1）Theories on the advantage and disadvantage of Micro-enterprise development;（2）Theories on the opportunities and challenges faced by Micro-enterprise（;3）The development strategy for Micro-enterprise（;4）Strategic choice of financing for Micro-enterprise; (5)The study of Micro-enterprise is still at an initial stage.
2.1 Advantages and disadvantages of Micro-enterprise development
Professor Nan Zhizheng (2004) and Zhou Ping (2002) made an in-depth study on the advantage and disadvantage of Micro-enterprise development. Form their study the advantages of Micro-enterprise are as follows:
AS the market and Business models are changing fast, there are big companies teetering on the edge of bankruptcy. Some of them are so steeped in outdated business practices that they cannot adapt quickly enough to avoid hitting the iceberg. But a Micro-enterprise company can adapt more quickly.
While big corporations may have an advantage in marketing budget andbuying power, Micro-enterprises are usually better at having substance. They can respond to their customers more quickly and efficiently and provide more personalized service. They can specialize and prosper in a smaller niche market that would be impractical for a bigger company. Another advantage of Micro-enterprise is that the management of assets and liabilities is not a difficult task. Assets include checking and savings accounts while liabilities include the money you owe to others. Additionally keeping a cash transaction record is easily maintainable in a small business.
Every coin has two sides the development of Micro-enterprise is not an exception. The disadvantages of Micro-enterprise are also quite clear. The disadvantage of a Micro-enterprise is that since it is run on a low budget, it requires tremendous marketing and the planning and implementation of proper strategies. The improper handling of loans or investments can often lead to the downfall of a Micro-enterprise very quickly.
As long as a Micro-enterprise wants to expand its market share to cope with the fast development of the entire economy, it needs an easy and convenient access to financing. But the reality is that financing has become the biggest headache for Micro-enterprise manager.
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Chapter III Case Description ..............25
1. Background Information ..............25
2. Jade-like Micro-crystalline Glass ..............27
3. Wood-like low density ceramic ................27
Chapter IV Case Analysis...................31
1. Analysis of the Internal Environment .........31
1.1 Business Model ................ 31
1.2 4Ps (Product Price Place Promotion) market strategy .............. 32
1.3 Profit and Loss Balance Analysis in worse case (break-even).. 33
Chapter V Basic Suggestions ...........44
1. Increasing resource input ................44
2. Improving marketing and selling capacity .................44
3. Adopting Focus Strategies ..................44
4. Non-equity strategic alliance...............45
Chapter V Basic Suggestions
1. Increasing resource input
It is meanless only to tell potential customers that our products made from 95% waste glass or it is environment protection products. Environment protection is not Chinese customers’ priorities. It is not enough to make out mosaic tiles. Most of potential customers need a decorative solution more than decorative products. So talent of architectural designing is necessary. In review of recent difficulties on mosaic marketing and selling, lack of resource, at aspects of not only financing but also necessary talents, is the obstacle for entrepreneurship. To increase resource input is necessary.
After investigation of potential customers consuming behaviors, most of potential customers need a decorative solution more than decorative products. To tell our potential customers how our tiles can be used in their house and what kind of decorative feeling can be created， should be put into our focus strategies. It is not enough to make out mosaic tiles, but to design its application solution for house decoration and to make sure its decorative effects. So for focus strategy implement, talent of architectural designing is necessary.
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Chapter VI Conclusion and Research Prospects
1. Focus strategies should be applied by small and micro enterprises
As a new enterprising, limited by scale and resource, it possibly should focus on one niche market. To anchor target niche market is essential for business success. Focus strategies should be applied by small and micro enterprises. On the other hand, market is changing, becoming more persifying and personalized, as younger generations after 80s and 90s are gradually becoming main force of customer market. The trend of persifying and personalized creates more niche markets. Big enterprises could not satisfy customers in all niche markets. It leaves niche opportunities for small and micro enterprises. M company possibly is better to focus on jade-like glass ceramic mosaic market, try the best to offer high quality and special products in the niche market.
On higher view of whole ecological environment, whole society, and whole waste glass recycling rather than merely glass ceramic manufacturing, build up non-equity strategic alliance with citizens, waste glass collecting operators, refining factories, and government, win-win cooperation. It is possibly helpful for green building enterprises developing. Environment protection has become more and more serious society problem in recent years. On the other hand, whole society and government have realize the importance of living environment, and have been doing many efforts to protect our living environment. What M company does is not merely supply glass ceramic mosaic, but offers the solutions of environment protection, enlarge waste glass recycling industry for our beautiful living environment.
reference(omitted)
工商管理毕业论文（2018年）精选范文六：长兴船厂基于价值链分析的竞争战略研究
Chapter I．Introduction
1.1 Research Background
Shipbuilding industry is an important part of China's national economy, China's market share in the world's shipbuilding industry has gradually surpassed South Korea and Japan, towards the goal of world shipbuilding power country. But in recent years, affected by the global shipping market sluggish, oil prices continued to fall, the new ship orders undertake by our country fell sharply, the market for marine engineering had shrunk significantly.
In the first half of 2015, the completion deadweight tonnage of national shipbuilding is 1853 million, rose by 6.3% compared with the same period last year, among which ships correction gross tonnage is 637 million; The deadweight tonnage of new ship orders undertake is 1119 million, declined by 72.6% compared to the same period last year, among which ships correction gross tonnage is 413 million. Although the completion of the domestic shipbuilding tonnage has increased during the first half of 2015, but the number of new orders has dropped sharply over 70%.
In order to increase new orders and maintain the original order, many shipbuilding enterprises have to cut price to maintain market competitiveness, continuous compression of profits and homogenization of vicious competition, resulting in the death cycle of the shipbuilding enterprises selves operation: death because of lost if receive the order and wait to death if no receive the order.
There is a certain gap compared with the world’s advanced level in the new field of independent research and development, equipments support, system integration, marine engineering, luxury cruise design and construction and other fields. Low cost advantage is gradually weakening.
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1.2 Research Problems
Based on the actual situation of the shipbuilding industry, the three major problems of the difficulty for taking the order, the difficulty for delivering the vessel and the difficulty for financing had exacerbated the plight of the shipbuilding industry. Withthe continued decline in prices, prices seriously deviate from the value, the shipbuilding enterprises had no profit at all and is increasingly sluggish. The tighten credit lines from the banks, the delay payment from the ship owner, the operations problems from the shipbuilding enterprises themselves, etc., are the reasons of letting the shipbuilding enterprises to enter into the winter.
In the face of this kind of environment, what kind of competitive strategy which should be adopted by our country's shipbuilding enterprises would have a direct impact on the development of China's shipbuilding industry.
Only to accelerate the transformation and upgrading, development of intelligent manufacturing, reduce costs, improve production efficiency and increase R & D investment, to allow the shipbuilding enterprises to embark on a new era of development path, not to shoot dead on the beach. Especially under the “One Belt and One Road” the country rare strategic opportunity, shipbuilding enterprises should accelerate the transformation and speed upgrade footsteps, continue to implement and improve the low cost competitive strategy, to seek long-term development.
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Chapter II Literature Review
2.1 Core Concept Clarification
2.1.1 Strategy Enterprise
Strategy is a top-down process of the overall planning, and it can be pided into several aspects, such as corporate strategy, function strategy, business strategy, product strategy and so on.
Enterprise strategy is a general term for a variety of strategies, including competitive strategy, also including marketingstrategy, development strategy, brand strategy, financing strategy, technology development strategy,talent development strategy, resource development strategy, and so on. Enterprise strategy is emerging, such as information technology is a new strategy. Although there are a variety of enterprise strategies, but the basic attributes are the same, is the strategy of the enterprise, is a strategy for the overall, long-term, basic issues of the enterprise. For example: the enterprise competition strategy is the strategy to the enterprise competition, is a strategy for the enterprise to compete for the integrity, long-term, basic issues. Enterprise marketing strategy is the strategy of marketing, is a strategy for the enterprise marketing integrity, long-term, basic issues. Enterprise technology development strategy is a strategy for the development of enterprise technology, is a strategy for the overall, long-term, basic issues of enterprise technology development. Enterprise talent strategy is the strategy for the development of enterprise talent, is the enterprise talent development of the overall, long-term, basic issues of strategy. And so on, are all the same. Each enterprise strategy has the same also different, the same is the basic attribute, the difference is the level of planning problems and perspectives. In short, regardless of which aspect of the strategy, as long as the enterprise is involved in the overall, long-term, basic issues, it belongs to the category of corporate strategy.
When a company successfully developed and implemented the creation value of the strategy, it is able to obtain strategic competitiveness.
A strategy is designed to develop the core competitiveness, to obtain competitive advantage of a series of integrated, coordinated agreement and action. If choose astrategy, the company has made the choice in the different competition way. In this sense, the strategic choice shows what the company is going to do, and what not to do.
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2.2 Relevant Literature
Michael Potter first proposed the industrial position of the enterprise in the "competitive strategy" (1980). Optional competitive strategy includes cost leadership strategy, differentiation strategy and target concentration strategy. Potter follow-up work "competitive advantage" (1985), the research on how to establish and maintain its competitive advantage, the theory of cost strategy has been enriched and developed. At present, there are two aspects of the research on the relationship between the cost strategy balance, cost strategy driving factor and the performance relationship.
Research on Cost Strategy Balance
Since Michael Potter proposed three basic cost strategies, there has always been acontroversy over the issue of compatibility between strategic choice and strategy. Many scholars have a negative attitude to balance opinions of the cost leadership and differentiation strategy. Jones and Butler (1988)’ research found that the cost leadership and differentiation strategy is not completely opposite, just a different degree. They pide the enterprise cost into manufacturing cost and transaction cost. when the two are included in the same strategic analysis system, When the enterprise implements the strategy of differentiation, the cost of the transaction and the cost of manufacturing is the lowest and achieve the cost leadership during the achievement of differentiation strategy.
Hill (1988) believes that the adoption of differentiation strategy can be used as a way to achieve cost leadership in the competition, in many cases, companies can establish a lasting competitive advantage through the simultaneous pursuit of differentiation and cost leadership.
W - Money -Gold and Renee and Mauborgne (2005) doubt the views of the balance between the value of the product and the cost, they believe that by increasing and creating some of the value elements that are not provided by the existing industries, and eliminate and reduce the industry's existing value elements, the enterprise may also pursue differentiation and cost leadership, that is, the lower cost to provide the buyer with the value of a breakthrough.
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Chapter III Case Description......................17
3.1 Company Profile ......................17
3.2 Challenges Facing.............18
Chapter IV Case Analysis ....................20
4.1 Analysis on Shipbuilding Industry................20
4.1.1 Macro Environment Analysis ................. 20
4.1.2 Industrial Environment Analysis..................... 24
Chapter V Suggestions....................66
5.1 Strategy Optimization...................66
5.1.1 Strengthen the Weak Links of Value Chain Cost Control ................. 66
5.1.2 Reconstruction and Evaluation of Value Chain.............. 70
5.1.3 Process Improvement...................... 71
Chapter V Suggestions
5.1 Strategy Optimization
5.1.1 Strengthen the Weak Links of Value Chain Cost Control
After many years of development and renewal, the current value chain of Ever Grow Shipyard has made a great progress in the implementation of the low cost ability, through the product competition in the market can be seen. Generally speaking, the regular competitive company carry the competition according to the market rules, the product price in Ever Grow Shipyard has not been seriously threatened, the cost level of Ever Grow Shipyard compared with other private institutions and state-owned company has been in a very favorable position, but this does not mean that the company's cost has reached the best level, if Ever Grow Shipyard attempt to achieve business growth market expansion through low cost advantage, Ever Grow Shipyard's cost must be further reduced, and from the analysis of the current value chain, some cost control of Ever Grow Shipyard's value chain still exist weak link, need to improve.
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Chapter VI Conclusion and Research Prospects
6. 1 Research Prospects
6.1.1 Information System and Value Chain
With the development of information technology, information systems are becoming important competitive tools for enterprises gradually, and information technology is closely linked with the competitive advantage. Today, many industries, businesses and government organizations adopt information systems to improve efficiency and decision-making. For the low cost competitive strategy of Ever Grow Shipyard, the information system application will effectively promote the realization of the strategic objectives.
In the operation of the value chain, the logistics, capital flow and information flow form the three major mobile media of value chain, for the implementation of low cost competitive strategy, the most influential and difficult control is the information flow. First in Ever Grow Shipyard value chain, information as an asset, there is no standardized confirmation and management, lack adequate knowledge for what is information, how do information exchange, how the information create value. Secondly, lack clear understanding for the relationship between the information, efficiency and cost, a lot of people still remain in the doubt stage of the information technology. Therefore it could be said that the value chain of Ever Grow Shipyard is a traditional value chain. If use information system introduction and application to promote the management of various value activities, the low cost competitive strategy implementation would bring a strong role in promoting. For example, with the information system, Ever Grow Shipyard can build the product cost database, the cost improved area could demonstrate in front of the manager clearly. Also use the electronic business mode to let the value chain internal connection to become more smooth and simple through the comprehensive and quick information. It can also strengthen the materials plan management, so that the company's inventory could be effectively controlled, so improve the utilization of funds. The value chain which beinvolved by information system become increasingly digital, and this has a direct guidance to the low cost of the breakthrough. In the past, Ever Grow Shipyard need to spend a few days for checking the inventory, and the dynamic changes of inventory show nothing for the information system, the materials plans are always based on the experience of production management personnel.
reference(omitted)
工商管理毕业论文（2018年）精选范文七：基于排队论的医院检查流程优化研究——Y医院为例
第一章绪论
1.1问题的提出
医院机构作为典型的服务型组织,负责广大群众的疾病排查、疾病治疗以及疾病康复等工作,随着群众的医疗卫生需求的增加,医疗机构的服务能为越显不足,医院看病难为广大群众所垢病,而看病难的集中表现之一就是患者在诊疗过程中的各种排队等待的时间远大于治疗和检査本身所占用的时间。在医院中,绝大多数病人均在等待治疗或者在等待进行各种检査,患者就医"三长一短"情况严重。同时,由于患者不能得到有效的治疗和检查而引起患者滞留,患者需要承担因就诊治疗所带来的误工所带来的大量损失。人员大量滞留造成了医院拥挤。极易引发患者对医疗服务机构的不满。
从医院角度来说,由于公立医院建设规模受到限制,医院不能随着就医患者数量的音増加而随意扩充自身设备、人员。有限的医疗资源和不断增长的患者就医需求之间就形成了一个制约医疗玉生行业发展的瓶颈。如何在有限的资金、设备、人员和场地等资源配给下尽可能多的为患者提供更多更快的服务是医院管理的一个重点的内容。
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1.2选题的意义
以往的学者对医院的优化往往比较独立,如采用排队论研究医院的服务队列,往往主要侧重于医院排队项目的服务能力核算和服务分配等方面的研究,忽视了排队项目自身流程的改进和提高排对流程的内部运行能力;而部分学者对服务流程的分析重点在于单一服务内部流程的优化研究。本论文的理论意义主要在于同时运用排队论与流程改进两个方面入手减少患者检查的等候时间,从医院检查流程的内部和外部两个方面对医院的检查流程进行优化。
优化医院检查系统的流程主要有以下几个方面的实践意义:
(1)提島區院的管理水平。与其他行业相比,医院管理水平和管理理念仍显粗放,科学管理的理念和方法仍未深入到医院管理的各个层面,重医疗技术、轻运营管理的现象严重,医院的就医环境与公众的要求差别大。医院检查流程细节的改进优化可以推动医院管理能力的发展。
(2)提高医院的诊疗效率。医院医技检查是医院诊疗的核也部门之一,优化医院的检查流程、提窩患者检查的效率能够缩短患者确诊和治疗康复的成效鉴定的时间,可有效地减少的患者就诊过程中的等待时间,就诊检查排队时间虽然无法避免,但是减少患者的排队时间能够有效的提高患者的就诊效率,减少患者过多的"无效"就诊时间。,对门诊患者而言:减少门诊检查时间,可以减少患者确诊和口诊治疗所花费的时间,加快患者康复,减少患者因看病所花费的请假、误工等机会成本;就住院患者而言,减少住院患者就诊检查时间能有更快的明确住院患者的病情及变化,及时的对患者进行相应的給疗,减少患者的术前等待时间和康复时间。提高医院的床位周转率,从而为更多的患者服务。在一定程度上减少患者就诊"三长一短"的现象;
(3)极大地提高患者的服务感知,为医院带来更高的患者忠诚和良好的社会效益。提高医院的服务意识,减少患者的就诊时间可以提高患者额的就诊体验和患者对医疗机构的服务满意度,医院检査流程的优化目的之一就是减少患者的检查等候时间,在总体医生水平差不多的前提下,为患者提高更加高效的检查服务,由于患者受疾病的影响,就诊等待对患者和患者家属来说比其他的等待更加难以忍受。促使医院由传统的"诊疗为中心"转变为"以患者为中心"。
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第二章研究综述
医院作为典型的服务型组织,患者在医院接受诊疗的诸多过程中均涉及到挤队,由于我国卫生资源分配和设置不合理,加上我国庞大的医院资源需求。医疗行业中的排队现象尤为突出和严重,论文主要将从流程优化、信息整合的角度研究医院就诊患者检查流程的优化,减少患者的就医检査等待时间。
2.1流程管理研究现状
流程管理是指企业为了降低经营成本,控制管理风险,提高服务质量和工作效率及企业或组织对市场的反应能力,最终目的就是提高企业市场竞争为和提高企业或组织的顾客满意度,提高经营效益进而达到利润最大化的目的。流程管理的核也是流程,流程管理的本质就是构造卓越的业务流程。流程管理的核必就是一切流程改造的目的都是为了面向顾客。
张志刚在文献中分析了流程管理的发展趋势,流程技术将呈现出(1)由隐性向显性;(2)由单一流程技术向综合技术;(3)逐步信息化覆盖;(4)电子网络进一步结合;(5)模块化、标准化与平台化;(6)外部展化趋势逐步加强等趋势。在归纳了流程管理的以上发展趋势的同时提出了我国企业在运用流程管理时需要借鉴的多种经验和理念。
林永毅将业务流程管理和流程成熟度模型相结合,建立了企业业务流程管理的六级四维的成熟度模型,将业务流程管理的成熟度分为六级,在文化、管理、岗位和计算机支持等四个方面定义了不同级别的评价方法。
陆颖分析了IDEF系列方法、Petri网方法、ARIS方法等几种常用的流程建模方法的优缺点。分析得出IDEF方法不支持流程仿真动态建模,更适用于复杂系统和产品设计及CMS领域;Petri有很多优势,但最大的弱势在于没有表达业务流程中组织因素的能力,在跨职能部口流程建模运用中的支持力度也不足;而ARIS相比较于其它建模方法具有较大的优势;应用于业务流程管理比较适合。
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2.2排队论研究运用情况
排队论又称随机服务系统理论,是数学运筹学的分支。研究的主要内容是服务系统中排队现象的随机规律。运用对服务对象到来和服务时间的规律进行统计研究,得出平均等待时间、平均排队长度、平均忙期长短等的排队统计规律,再根据送些规律来改进服务系统的结构或重新组织被服务对象,找到满足顾客需求和企业或组织经济成本上的最优组合。排队论研究的内容有3个方面:根据统计建立排队模型;排队模型基本指标的规律性研究;排队模型的优化,也就是排队模型在服务和效益之间的最优化问题。
排队论在我国的多个行业均有研究,研究成果较为丰富。魏丽英将排队论用于信号交叉路曰的排队研究,在对信号交叉路口的动态特性分析的基础上,分别运用冲击波分析方法和排队论分析方法分别研究和分析了信号交叉路口的排队模型。通过模型模拟与实际情况比较,分析结果显示排队论模型在信号交叉路口的排队模拟上较冲击波分析方法为优。
卢平平阐述了运用排队论在人事管理的运用,目的在于实现企业工作的定员管理,分析了不同员工配置下的工作等待时间和相应机会损失。结合员工的相应企业支出和运用价值分析来综合判定企业的最优定员。减少企业的用人成本、提高企业人员管理的效能。
张影莎运用甜队论为研究理论基础,结合某主题公园的实际情况,分别测算公园内各种娱乐设施的日最大可接受容量。并对其结果和公园原有设计容量进行比较分析。对游客等待也理特征进行分析,结合主题公园的供需矛盾的特点。提出了基于季节的服务吸引和分流机制。
卢晓红对吊车作业进行了研究,以精益生产为理论基础,运用排队论研究和重整吊车生产调度的工作方式,综合考虑吊车作业中各工地的等待时间、吊车转移距离和吊车的服务时间、运用排队理论设计了吊车的精益生产调度系统,改变吊车作业传统的先到先服务的调度方式。通过模拟证明了基于排队论的精益吊车生产调度方式明显优于"先到先服务"和"就近服务"的生产调度方式。提高了吊车作业的各项效率指标。
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第三章医院检查排队模型的建立和统筹..........11
3.1现状问题及原因分析............11
3.1.1医院检查排队现状...........11
3.1.2医院检查存在问题...........12
3.1.3原因分析............13
第四章检査流程和巧队模型的优化............29
4.1运用ESIA法对检查流程进行优化...........29
4.2排队模型的优化.............34
4.2.1CT检查的排队优化..............35
4.2.2DX检查的排队优化.............37
第五章抑州市Y医院综合排队系统的运用分析.............39
5.1研究对象选择.............39
5.2Y医院常规检查项目持续时间估计................39
5.3具有合理缓冲时间的综合排队方案的建立.............40
5.4综合排队方案的补充保障措施..............42
第五章柳州市Y医院综合排队系统的运用分析
5.1研究对象选择
柳州市Y医院是柳州市最大的两家公立医院之一,实际开放床位2000余张,具有多个在区内具有一定实力和影响力的专业技术科室,年出院患者近7万余人。与大多数的大型综合性医院一样,柳州市Y医院同样面临医院硬件设施不足和就诊患者日以増多之间的矛盾,优化医疗流程作为能够有效提高医院效率的方法一直收到医院管理者的重视。作为区域内相对检查能力不能满足患者需求的一个缩影,优化医院的检查流程对医院的发展具有重要的意义。
综合排队模式是由目标患者医院内各个检査方式的初始排队性态所决定的,主要目的就是充分叠加患者不同检查项目之间的排队时间,也就是需要进行多个检查的患者在一开始就进入所有需要进行检查的检查项目队列,在这种排队模式下,患者在第一个检查队伍中为排队状态,但在后续的检查项目中则成为按检查人数决定的"预约"状态。与运用统筹方法进行加工工序调整的工业产品生产线不同,医院的检查具有较强的不稳定化难像流水作业的工业产品一般的遵守加工时间,医院的检查时间其变化都往往较大,若直接采用平均服务时间来制定综合排队方案,一旦某患者的检查处于小概率的长时间检查之内,就会直接影响自己后续的检査和排在他之后患者的后续检查,造成综合排队方案大范围的失效。
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第六章研究结论与不足
6.1结论
虽然公立医院、特别是大型公立医院的规模发展受到限制,医院的硬件设施无法与群众日益增长的健康需求同步提升,但医院可以通过自身优化,提高自身的管理水平提高医院的运行效率。医院的检查活动在患者诊疗过程中起到了绍带的作用,提高医疗检查的效率能有效的提高医院患者的周转能力,降低医院的拥挤程度,减少患者的看病所花费的时间成本、提高医疗服务感知。
医院检查甜队系统由于多种原因虽然拥挤,但是仍能通过有效的管理手段和管理工具提高医院检查的效率。
(1)运用排队论可为医院检查优化提供依据。排队论作为研究随即服务的理论,广泛的能够运用到具有排队性质的生产和服务中去,对拥挤的医院排队系统进行分析,能直观的得出排队系统目前存在问题的严重程度,对排队系统进行细化研究,能够找出引起排队问题更加突出的症结所在,对Y究医院的CT、B超、DX等捡查项目进行排队分析,针对服务台数量和患者到来的不同情况,通过增加服务时间来提高那些检查器不可增加、服务强度难以降低的检查服务能力;对整日服务能力能够满足患者要求,但是患者来源具有明显时间趋势的检查采用预约分流的措施平均检查患者的到来,减少高峰时段患者的等待时间;对卫生部门不做限制、检查仪器价格较低的部分检查,可以通过适当増加检查仪器的数量,增加检查仪器的单位时间服务能力。
(2)检查流程的优化主要是提高流程内部的运作管理。与通过患者分流和引导降低检査系统压力不同,流程优化重点在于提升医院排队流程的"内功",医院检查流程优化的重点和目的在于树立病人为中也"的管理服务理念,所有的改变都应围绕这一中也进行。优化流程的有效方法之一就是通过检查流程的流程图对检查流程各个动作进行分析,确定检查流程中的关键流程,在对其他非关键流程动作逐一分析,通过ESIA分析法对流程己无必要的行为和动作进行删除。尽可能的简化和合并流程中不可避免的活动,采用智能化管理提离流程的过程管理。最后检查流程的流趕优化的结果就是检查患者的单位平均检查时间降低,患者检查的流畅度増加,体现到排队系统指标上就是整个排队指标的质量提升。
参考文献（略）
工商管理毕业论文（2018年）精选范文八：LZ国有矿业外贸公司业务经理流失问题与对策研究
第一章引言
1.1选题背景与研究意义
1.1.1选题背景
(1)广西矿业外贸发展情况及业务经理地位
我国作为世界上第二大经济体,多年來GDP—直保持着8%以上的高速增长,创造了世界经济发展的-个奇迹。在送其中,投资、出口和瓣费组成的"三驾马车"对于我国经济的增长做出了巨大贡献。特别是2003年以来,中国经济进入了高速发展的阶段,对铁矿石、锰矿、镍矿等大宗矿产资源的需求越来越大。金融危机过后,在政府"四万亿"投资计划的刺激下,中国进行了大规模的基础设施建设,带动了矿产资源的交易。而矿产资源分布的不均衡,也使国际间矿产资源贸易交易越来越活跃。广西丰富的重晶石资源,使得广西成为了重晶石贸易的集散地。但随着经济和社会的发展,广西重晶石市场的竞争也愈发激烈。
当我国现代企业进入加速发展阶段后,企业也重新认识到了知识和人才的重要性,它们推崇人为本"的发展理念,尊重人才的地位,突显出人才对于现代企业发展的重要作用。随着国际间矿产贸易交易的活跃,对相关的人才需求也越来越大。业务经理作为业务参与者中的重要组成部分,越来越受到行业的重视。业务经理在业务中,是国内外客户与公司的桥梁,是业务上下游信息的最直接拥有者,对于公司管理层做出决策和判断,提供最直接的信息保证。业务经理还是重晶石贸易最直接的操盘者,他们直接负责操作产品的采购、运输,直接指挥货物的装船出货等等环节。业务经理的重要地位不言而喻。因此,在重晶石贸易中,有一支稳定和强大战斗力的业务经理队伍,是企业在行业竞争中脸立不倒的前提和保障。
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1.2研究内容与研究方法
1.2.1研究内容
由于人才流失问题研究针对某一特定人群进行研究更加富有实践意义,本文拟从LZ国有矿业外贸公司的实际情况出发,在掌握企业真实数据和人力资源研究基本理论的基础上,探讨解决此类企业人才流失的原因及解决方法和思路。
第一章介绍本文研究的选题背景和现实意义,并阐述本文研究的主要内容和方法;第二章介绍员工流失相关概念、理论、模型及研究现状;第三章结合LZ国有矿业外贸公司的现实情况,查找公司业务经理流失的原因,分析其负面影响;第四章针对原因,提出解决对策;第五章研究结论、创新及展望。
1-2.2研究方法
本文拟采用行为事件访谈法、文献分析法、问卷调查法、经验总结法、统计分析法进行调研分析。研究中注意借鉴人力资源相关研究成果,听取导师意见,向专业人士请教研究方法和经验。同时注重参阅LZ国有矿业外贸公司的大量人力资源管理方面的制度和记录,从公司的实际情况出发,为其人力资源管理决策提供参考。
(1)访谈法:本文通过走访LZ国有矿业外贸公司的领导、离职业务经理、人力资源部门主管和普通职工等,进行面对面的巧谈,以业务经理离职的具体事件为内容,具体了解业务经理的工作现状和职业生存环境。
(2)文献分析法:本文通过搜集国内外关于人才流失、人才流动的书籍专著、学术期刊、理论文章等,进行深入学习和理解,以期将送些理论应用于具体管理实践。尤其是将理论结合到满意度调查问卷和抽样面谈提钢的设计上,分析业务经理流失的原因,找出解决问题的对策。
(3)问卷调査法:通过设计相应的满意度调查问卷,对LZ公司在职业务经理进行问卷调査,然后收集问卷统计结果并对结果进行相关的分析。
(4)经验总结法:对国有企业、外贸企业、矿业企业等公司的人事管理制度进行资料收集和分析,汲取其他公司的成功管理经验,有效解决问题。
(5)统计分析法;对LZ国有矿业外贸公司的员工管理制度、薪酬制度、员工激励制度等资料进行统计分析,分析公司在留住人才方面所做工作的不足。
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第二章员工流失相关巧念及理论研究综述
2.1相关概念
2.1.1业务经理概念
业务经理指公司业务上负责经营管理之人。矿产品进出口贸易是一项复杂的、系统的业务,也是一项链式的交易,它需要各部门相互协调完成。业务经理在矿产品进出口贸易行业中是一个重要的岗位,它泛指在业务链上每一个环节的相关负责人,是业务的直接操作者,是公司的核也。本文所研究的业务经理是指矿产品进出口贸易业务链上,货源部、单证部、港口部和驻外部等部口的相关负责人。
2.1.2人才概念
人才是指拥有一定基本素质,包括业务能力、实践能力、语言表达能力等等,并且专业技能和知识水平达到一定要求,具备一定创新能力的人。送类人属于人力资源范畴中,综合素质极好的人群。人才概念的两个基本属性,就是创造性和贡献。除此么外,人才还具有普遍性、多样性、层次性、相对性、动态性等若干其他重要特性。
著名的管理学鼻祖泰罗认为,企业中不同的人,只要工作对于他来说是合适的或者只要能够胜任才岗位的,他就是一流的员工,就是人才。
保洁公司认为的人才具有屯大特征:强烈的进取也、卓越的领导才能、较强的表达交流能力、较强的分析能力、创造力、优秀的合作精神、正直的人格。
总而言之,本文研究的对象是业务经理,在国有矿业外贸企业中不仅作为管理者,同时还属于公司核也人才,对公司发展起着举足轻重作用。
2.1.3対流动概念
人才流动,可以定义是人由一种工作状态到另一种工作状态的转变。从广义上看,人才流动包括人才的流入和流出,并且在国与国之间、一个国家的不同地区、企业之间都存在着人才流动。以人才流动是一个成熟市场经济的正常表现,对企业来说是一把双刃剑。伴随着社会的进步,信息的发展,经济体间不断流动的人才,给企业注入新鲜血液,使企业加速新陈代谢,新人加入会让企业更富朝气。
但是从另一个角度来看,过度的、频繁的人才流动,尤其是一些对于企业有着重要意义的特定岗位和关键职位,将会给企业的稳定性带来影响。当核也人才过度流出时,将会让企业的工作前后脱节,极大降低企业的运行效率,给企业带來无法估量的损失。而在本文中,主要研究的方向是人才流动对企业负面之影响。
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2.2人才流失的相关理论和模型
(1)马斯洛需求层次理论
在《人类激励理论》论文中,美国也理学家亚伯拉罕马斯洛提出了马斯洛需求层次理论(Maslowshierarchyofneeds)。它对人与人性的剖化为人力资源管理理论提供了非常大的借鉴意义,也成为一些企业,提出人才流失问题解决对策,最基本的理论依据。
(2)目标一致理论
在《人际关系方程式》一书中,中松义郎认为辭体中的个体方向一致于群体方向时,才会达到个体与群体之效能最大化。中松义郎认为在个人潜能实现,与个人和群体方向一致性之间,有着一种能够量化的函数关系。这就是目标一致理论的基础。
智建丽在《国有企业核也员工激励问题浅析》一文中提出对于解决国有企业核也员工流失问题,可以采取差异化的激励模式,破除原有的国有企业重视文凭、学历、关系胜于能力、贡献等落后理念。她提倡在国有企业核也员工与普通员工、核也员工内部建立和实施股权激励、弹性福利、差异薪酬等差异化激励方式。这样提高了核也员工的工作效率,也増强了普通员工的上进意识,激发企业活力,实现金业长效发展。
在《中国国有企业的人才流失及对策》的研究中,作者魏星月和张关认识到国有企业随着国家改革开放和经济结果宏观调控的调整,越来越多的国有企业人才,流向了非公有制经济,使得在人才的争夺战中,国有企业处于了下峰。在解决国有企业人才流失问题的对策中,他们着重提出了共享企业发展成果和感情留人的解决方式,加强对企业员工的关爱,让企业职工主观愿意与企业共同发展。
郭福春在其所著《股权激励制度研究》一书中指出:当前我国国有企业的股权形态比较单一,不利于公司法人治理结构的完善和现代企业制度的建立、发展。推出一定的职工持股计划(ES0P)可以使企业加强职工归属感,増强职工对企业的信也,既解决了企业人才流失问题,又激励了职工为企业的长远发展不懈奋斗。
陈根荣在《国有外贸企业人才流失的调查与思考》一文中分析到,外贸企业人才流失的因素随社会发展变化而变化。现阶段,国际间人才掠夺、优势价值的实现、利益驱动成了主要原因。他重点提到以深化体制改革为主线,并可以通过股份制与股份合作制等方式,构建股东、企业、职工紧密相连的机制,借稳定企业人才队伍。
郭延栋在《国有企业员工激励问题研究》中提出,根据双因素理论,国有企业应转变思路,注重激励因素。例如,通过职位升迁或荣誉奖励等方式,激励员工。注重激励因素的长期效用。构建科学、高效的激励体系。
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第三章LZ国有矿业外贸公司业务经理流失的问题诊断.............13
3.1LZ国有矿业外贸公司及其业务经理概况..........13
3.1.1公司的概况...........13
3.1.2公司组织架构...........13
3.1.3业务经理工作职责及其构成..............14
第四章LZ国有矿业外贸公司业务经理流失解决对策............29
4.1制定业务经理的交流与晋升制度...........29
4.1.1制定一套公司内部业务经理轮岗制度...............29
4.1.2设置业务经理级别制.........29
4.1.3建立业务经理的竞争上岗机制............30
第五章结论与展望..........39
5.1研究结论..............39
5.2研究创新...........39
5.3研究不足与展望...........40
第四章LZ国有矿业外贸公司业务经理流失解决对策
针对LZ国有矿业外贸公司业务经理流失问题调查发现的原因,应着重从制定业务经理的交流与晋升制度、完善业务经理绩效考评体系、制定兼顾公平和效率的薪酬与绩效考核机制、优化业务经理的工作环境、规范业务流程、打造一支有层次、有激情的业务经理梯队、建立完善核心的企业文化、建立业务经理流失预警机制和事后处理机制等方面,解决业务经理流失问题。
4.1制定业务经理的交流与晋升制度
LZ国有矿业外贸公司在应根据在职及储备的业务经理的个人履职能力和特点,结合公司实际,建立起规范的业务经理交流和晋升制度,以避免业务经理的职业倦怠,同时还能防止业务经理长期耕居于一条线带來的流失风险。公司可与员工共同制定个人职业生涯的发展计划,明确权利和义务,进行制度上的约束。
4.1.1制定一套公司内部业务经理轮岗制度
根据公司组织架构,业务部门有着国际业务部、国内采购部、港口部等内设机构。公司可以针对各个部门的经理岗位职能与特点,制定一套公司内部业务经理轮岗制度。这个制度要结合软硬两方面的考量。在硬件上,向LZ国有矿业外贸公司内部各业务经理和储备业务经理提供轮岗机会,并对服务公司年限、在原职服务年限有所限制。建议在公司同一个岗位上,工作三年以上的业务经理,就可以申请轮岗,让业务经理尝试自己感兴趣的岗位,提高其工作积极性;软件方面,组织公司高层、中层和部分员工代表组成评审委员会,对LZ国有矿业外贸业务经理上岗前进行业务能力、道德素质、也理素养等方面的民主测评。测评通过才可以赋予申请者新的工作岗位。
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第五章结论与展望
5.1研究结论
在中国改革开放进入新阶段,经济发展进入新常态的时期,本文对国有外贸矿产进出口公司的业务经理流失问题作为研究对象,结合广西LZ国有矿化外贸公司的实际,通过与离职业务经理进行面谈和对在职业务经理进行满意度问卷调查等方式,进行统计分析,找出在送一行业业务经理流失的具体原因,并提出解决读问题的针对性方法,从而解决国有外贸矿产进出口公司业务经理流失的问题。通过本文的分析总结,得出以下几点结论:
(1)随着矿产品出口行业进一步开放,我国进入经济运行新常态,国有外贸矿产品进出口公司将面临着更加激烈的行业竞争,人才的频繁流动将给公司带来巨大的人力资源管理压力,如果解决不好,将给公司的发展带来极其负面的影响。
(2)迅过本文系统性的分析和查找原因,外部诱惑是业务经理流失的其中一个诱因,业务经理职业生涯发展规划不清晰、薪酬机制与绩效考核不健全、缺乏人情味的工作氛围、公司经营情况的不稳定性、没有建立起核也的企业文化等是业务经理流失的主要內因。
(3)公司为了防止业务经理流失,应注重解决内因问题。通过重视业务经理的交流与晋升制度、制定兼顾公平和效率的薪酬与绩效考核机制、优化业务经理的工作环境、建立公司内部客户资源共享机制、加强业务经理队伍梯队建设、建立完善核也的企业文化、建立业务经理流失预警机制等措施,建立起一直稳定的业务经理队伍。
参考文献（略）
工商管理毕业论文（2018年）精选范文九：速冻食品企业质量管理诊断研究——以SQ公司为例
第一章绪论
1.1研究背景
速冻食品是现代科学技术的结晶,起步于20世纪60年度的美国,以安全卫生、方便快捷、质优价廉的特点在20世纪后期迅猛发展。速冻食品对降低能耗、可持续发展、改善饮食结构有积极意义。目前发达国家,速冻食品销量占所有食品销售额的60%,我国速冻食品始于20世纪70年度,经过近40年发展,已经形成了一个较大规模的食品产业。我国速冻食品生产企业2300余家,速冻产品种类700多种。由于整个行业的技术门槛不是很高,所中小型企业居多,具备亿元销售规模的速冻食品企业只有50余家。目前以SQ、SN、WZ兰个公司为代表的大型速冻食馬企业沿用了传统食品企业的质量管理体系,对速冻食品的质量管理正在逐步深入剖析和研究,速冻食品行业发展仍存在一些问题。为提升速冻食品行业的质量管理层次,有必要以行业标杆的大型速冻食品企业为案例研究速冻食品的质量管理诊断。SQ公司是一家以速冻面米制品为主的大型食品加工企业,年销售额46亿元人民币,是国内最早做速冻食品的企业之一,以其为案例能代表大型速冻食品加工企业。
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1.2研究意义
速冻食品作为一种新兴的食品形式,以不需防腐剂而采用低温技术保持食品营养的特点深受消费者喜爱。在我国速冻食品40多年的发展过程中,每年都20%的速度増长,虽然发展迅速但还没有形成有效和成熟的质量管理体系,目前速冻食品企业是按照传统食品的质量管理体系来管理质量,有必要诊断速冻食品公司质量管理体系,并提出改善方案,以期完善速冻食品行业质量管理体系。
本课题河南省郑州市SQ-家速冻食品生产企业(该企业符合良好操作规范、卫生标准操作规程;通过了IS09000质量管理体系和IS02200D食品安全管理体系认证)为研究对象,根据历史质量数据,对该速冻食品生产企业质量管理系统进行问题诊断,凶优化该企业质量管理体系,保证企业质量管理体系持续改进。
论文逻辑结构
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第二章SQ公司及其质量管理现状
2.1速冻食品介绍
2.1.1速冻食品特性
速冻食品安全卫生,其独特的低温速冻工艺可有效杀死部分有害细菌,其全程冷链运输的特点可最大程度保留食品的色泽、营养,另外速冻食品的配料工序可以保证营养平衡;速冻食品方便快捷,有效降低消费者的制作时间速冻食品能调节季节需求的失衡;速冻食品低碳环保,减少餐厨垃圾,有利于人类社会可持续发展。速冻食品与罐头食品相比能耗降低30%左右。
上世纪50年代,美国首先研发了速冻食品。目前,美国是世界上速冻食品产量最大、人均消费量最高的国家,年产量达2100万吨,品种3000多种,人均年消费量30-40kg以上。欧洲速冻食品消费量低于美国,达到1000万吨,人均年消费量30-40kg。日本是速冻食品消费的亚洲第一大市场,世界第三大市场,年消费量在320万吨以上,品种达3000多种,仅烹任调理食品就有2400多种,2006年人均年消费量为19.5kg。总之,国外速冻食品进入了快速发展期:品种多样、工业化生产、家庭化包装、烹制更简便。
20世纪70年代末,我国的速冻食品首先以出口的速冻蔬菜形式出现。进入80年代,我国的传统美食:皎子、面点、汤圆、春卷、馄饨、油条、手抓饼等被加工成了速冻食品。90年后期,随着大型连锁超市的蓬勃发展,速冻食品走入了普通消费者的家庭中,迎来了我国速冻食品工业的迅猛发展,速冻牲畜类、水产类、果蔬类、调理食品类都迎来了大的发展,产品种类达700多种,同时一些产值过亿的大型速冻食品企业集团出现,速冻食晶企业开始注重品牌建设。
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2.2SQ公司概况
SQ公司是中国生产速冻食品最早、规模最大、市场网络最广的企业之一,总部位于河南省郑州市。SQ公司始创于巧93年,是一家生产速冻面米食品(方便调理类)的民营企业,经过21年的发展,SQ公司由当初的一个小厂,发展成为现今全国6大生产基地,年产量45万吨的速冻食品生产企业集团,2013年销售额47亿人民币。SQ公司现有员工2万多人,在中国有35个销售分公司。SQ公司主营产品是:汤圆、水较、银蚀、春卷、油条、面点等中式速冻产品,共有600多个品种。SQ在中国国内的市场占有率达到27%以上,连续多年位居行业第一。SQ公司设有行业内唯一一家国家级速冻食品技术中心。
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第三章SQ公司及其质量管理现状.............13
3.1速冻食品介绍.........13
3.1.1速冻食品概念.........13
3.1.2速冻食品特性.........13
第四章基于顾客价值对SQ公司质量管理逆向诊断..........25
4.1依据客户投诉和Baldrige评分细则对SQ公司评估打分.........25
4.1.1领导...........25
4.1.2战略策划........26
4.1.3以顾客为关注焦点...........27
第五章基于顾客价值SQ公司质量管理改进实施计划............38
5.1设计和开发改进...........38
5.1.1SQ公司设计和开发现状...........38
5.1.2SQ公司设计和开发改进计划和措施............38
第五章基于顾客价值SQ公司质量管理改进实施计划
根据第四章节针对SQ公司的顾客投诉分析出的质量改进重点,参照IS09001质量标准的有关条款"",针对以顾客为关注焦点、以员工为本、以运营为关注焦点三个类目,按照改进项目的内在逻辑关系,制定具体的质量管理改进计划和措施如下。
5.1设计和开发改进
5.1.1SQ公司设计和开发现状
SQ公司设计和开发产品的流程是:市场部提出新产品开发计划或现有产品改良计划,研发中也相应的产品开发室承接产品研发工作,开发室组织产品小试、中试,市场部、生产部门、质量部门、财务部门协助产品开发室出具:产品开发财务验证评审表、产品内部测试报告、产品稳定性报告、工艺可行性验证报告、产品微生物检测报告、产品理化检测报告、产品开发认证-中试阶段完成审核单,产品正常批量生产。现有产品设计和开发流程的不足是:中试产品生产量小、没有形成产品制造过程的关键控制点,只有批量性生产后才可以发现那些制造过程的关键控制点;在设计和开发阶段对质量功能的考虑不全面,各部门的职责不清晰。
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第六章研究总结
6.1总结
基于IS09000与Ba化ige奖的质量管理体系诊断和改进模型能够很好地运用到速冻食品企业的逆向质量管理诊断过程中,是提高速冻食品企业质量管理水平的有效工具之一,以SQ公司为例,很好地诊断出了质量管理中的不足,确定了质量管理改进的重点,这些改进重点与SQ公司质量团队的经验认识是一致的。
参考文献（略）
工商管理毕业论文（2018年）精选范文十：T蓄电池公司流通市场营销策略研究
第一章绪论
1.1问题的提出
T蓄电池公司是一家专门生产和销售汽车启动用蓄电池的企化,建厂于上世纪60年代,有着悠久的企业文化。T公司目前配套着一家国内著名的汽车厂,该厂汽车年产销量超过100万台;同时也有配套其它的一些汽车厂,如东风、北汽、福特等。2012年T公司投资2亿元建成了现代化新工厂,为扩大产销量,提高公司效益提供了巨大的发展空间。
汽车蓄电池流通市场是指汽车售出后,消费者在汽车使用过程中,需要更换蓄电池所形成的一个需求市场。流通市场经其进入门槛低,市场需求量巨大以及可操作性强而成为众多蓄电池厂家争夺的焦点,竞争非常激烈。
如何结合T蓄电池公司自身的特点,充分利用技术和设备优势,调整战略思路,研究出灵活、强劲的营销策略,以进一步扩大产销量,提高公司效益,正是本文所要研究的课题。
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1.2选题的背景与意义
T蓄电池有限责任公司前身为原机械工业部定点生产蓄电池的24家专业厂家之一,现为中国电器工业协会铅酸蓄电池行业理事单位,是华南地区的大型蓄电池生产企业之一。2004年,T公司由F集团收购,从国营企业转制成为民营企业。2008年,公司投资2亿元兴建占地238亩的现代化蓄电池新工厂。新工厂拥有从美国、奥地利、日本和韩国引进的具备国际先进水平的生产线,同时通过ISO/TS16949质量营理体系认证,能按圧C、DIN、SAE、GB等不同标准研发和生产不同规格型号的蓄电池。目前,公司主要生产汽车启动用蓄电池,产品具有容量足、低温肩动性能良好、使用寿命长等特点。公司长期配套通用、东风、北汽、福特等国内著名汽车品牌,在售后替换市场也有一定的占有率,销售网络主要集中在华东和华南地区。
2013年,全国蓄电池流通市场销量约为5化多只。其中T公司产销量为27万只,市场占有率不到1%。因此,研究和改善营销策略,以提高流通市场占有率,对T公司有着重要意义。
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第二章T公司流通市场发展历程与现状
正所谓"前事不忘,后事之师",回顾T公司在流通市场的发展历程,有助于我们更好地把握T公司的在市场上的风格;而研究T公司的现状,就要更深入地了解T公司,才能更好地为其制定合适的新营销策略。
2.1T公司流通市场发展历程概述
2.1.1流通市场发展前时期
1、流通市场的萌芽
T公司是从2010年开始策划进军蓄电池流通市场的。在此之前,T公司还一直停留在产定销"的古老理念中,公司产能主要是满足主机厂的供货需求,基本上很少产品能供应到流通市场。2002年,主机厂的销量节节攀升,T公司为满足日益増长的供货需求,大量补充人员,并将装配线増加到两条(装配是蓄电池生产中最重要的工序,直接决定产品产量和质量),由此便多出一部分的产能。于是,T公司将这部分多出的产能用来生产供应流通市场的产品。2002年-2009年T公司配套市场和流通市场的产销量情况如表2-1所示;
2、进军流通市场
至2010年底,主机厂车辆产销量达到100万辆,T公司产销量也达到了将近2化元的水平,原有的两条装配生产线经过不断的磨合理改良,班次也増加到2.5班/条,产量提升到2002年的一倍多。T公司新一代领导人高瞻远瞩,经过分析、观察和讨论,他们发现了公司发展的重要契机,决定増加投入,进军蓄电池流通市场,理由如下;
1)一般来说,较大的蓄电池企业都是政配套为主,流通市场也占有相当份额。T公公司目前已达到2化元产销量,站在大企业的,流通市场销量明显偏低,这会影响到公司的资产收益率偏低。因此,公司要发展,提高流通市场的销量就势在必行。
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2.2销售人员与经销商现状
2.2.1销售人员现状
首先我们从人力资源角度分析一下T公司目前的流通市场营销团队(本文中人名均为化名,下同),表2-2显示了T公司营销团队的组成情况;
图2-2显示了T公司营销团队在年龄、学历和工作年限方面的构成比重:
综合看来,T公司这支销售军是一支十分年轻,综舍文化水平较高,总体工作经验有点欠缺的队伍。开拓市场战斗力较强,潜力较大,有冲劲但不够稳定。
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第三章T公司流通市场营销环境分析...........18
3.1宏观环境分析..........18
3.1.1政治环境分析...........18
1.2经济环境分析...........18
1.3社会环境分析............19
第四章T公司流通市场的SWOT分析........23
4.1T公司的优势...........23
4.1.1企业历史优势.............23
4.1.2生产与成本优势...........23
4.1.3市场优势...........25
第五章T公司流通市场的STP分析...........34
5.1汽车启动用蓄电池流通市场细分..............34
5.2选择目标市场...........35
5.3T公司市场定位与推广策略.............37
第屯章T公司流通市场的营销组合策略
经过前面一整套的分析,我们对T公司及其现行营销策略的了解己经比较透彻了。在这一章,我们可以根据前面分析的情况和要点,整合出新的、具有强劲冲击力的营销策略组合,为T公司再次快速发展提供动力。
7.1产品策略
产品策略的内容一般包括产品的质量、功能、款式、品牌、包装等等。其中,本文前面不只一次地提到,产品质量对蓄电池销售的巨大影响。
1、蓄电池产品的质量直接关乎其营销竞争的成败。在蓄电池行业中,做营销策略就不得不关注产晶质量,为提升产品质量这重要的一环提出要求和建议。
1)、建议T公司采购连乳机,使用整套连铸连乳技术生产免维护蓄电池的板栅,而不是仅使用连铸技术。通过连铸连化生产出来的板栅,结构紧密,耐腐性强,能很好避免因断格等引起短路的产品质量问题,将大大提高蓄电池的整体质量。
2)、全面使用AGM(玻纤复合)隔板生产蓄电池。因为是采用片装隔离的工艺,AGM隔板很好解决了隔板穿孔导致电池短路的问题。而且AGM隔板有极高的孔率,提高了蓄电池的导电性能;AGM隔板还有很强的润湿化这又很好地解决了干液导致极板硬化失效的问题;AGM隔板的高润湿性使其不存在变硬变脆的问题,这又避免了隔板裂开导致的短路;AGM隔板的强吸附性,还可以解决干荷蓄电池铅紛、活性物质脱落,加液浑浊的问题。
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第八章研究结论
8.1结论
T公司在转型发展的道路上,受到市场激烈竞争的挑战,和国有体制遗留问题的束缚,在市场营销的战争中缺乏敏锐的嗅觉,没有一套很好激励机制,逆水行舟,不进则退。T公司的营销形势己迫在眉睫了。
本论文W针对T公司自身的特点,研究了T公司的历史和企业文化,对其进行PEST宏观环境分析,建立SWOT模型分析,及STP分析,从营销的各方面去发现问题,改进策略,为T公司制定了一套比较先进的、富有冲击力的市场营销策略:
一、核也战略
1、全力扩大产能,提升产销量,继续发扬专注、专业的企业文化精神和严谨、精制的企业优良传统,使T公司的产品继续得到消费者的拥护,在蓄电池市场上立于不败之地。
2、充分利用行业发展的契机,发挥T公司的品牌优势,加大宣传投入,重点攻击空白市场,保持目前利滴率不变,制定与市场相符的、高増长的产销量目标,并使之完成。
3、改善营销系统的各项策略,如做出准确的定价和适时适销的促销政策,使经销商和消费者都更乐于销售和消费我们的产品,同时要注意把费用压到最低。
4、让产品满足和符合市场的需求;让公司的产能完全满足客户的订单。
参考文献（略）