高视伟业集团公司归核化发展战略研究-工商管理专业论文.docxVIP

摘要从上世纪80年代开始，人们普遍怀疑公司是否有熊力管理多元化 摘要 从上世纪80年代开始，人们普遍怀疑公司是否有熊力管理多元化 的业务组合，并为之创造价值，对多元化战略进行反思，出现了“归 核化浪潮。众多大企业纷纷以多种手段清理非核心业务并加强核心 业务，由此引发了美国大型公司的持续重构过程，形成了80年代的第 四次兼并浪潮，其主要特征是：混合并购所占的比重急剧下降，并购 对象主要转向与本行业有关的行业，多元化发展的公司将非主导产业 分割转让，以提高主营业务的资产质量和赢利能力。 本文以高视伟业集团为研究对象，采取理论与实践相结合的方 法，利用PEST、SWOT和价值链等管理工具对高视伟业集团的经营现状 进行了分析。通过引入核心能力定量评价模型对高视伟业集团公司的 核心能力进行了分析，对集团公司当前所涉足行业的吸弓|力进行了分 析，根据分析的结果对高视伟业集团的发展战略进行了重新规划。研 究结果认为集团公司的数字电视业务在企业资源能力、企韭创新能 力、企业绩效等几大核心能力指标的综合评分中排名第一，所以，高 视伟业集团应该继续以其核心业务一数字电视为主，充分发挥其核 心能力，在将主营业务做大做强的同时，培育新的利润增长点。 关键词 归核化，高视伟业集团，核心能力 AB AB STRACT Since the beginning of the 1 980’S，people has generally doubted whether companies have the ability to manage multiple business integration and have created value as well as reflecting on the strategy of pluralism，which presented the tide of focusing．Many large—sized enterprises gradually take plenty of means adjusting non—focused business and strengthening focused business．Then this raised the lasting process of reconstructing in the large—sized enterprises，USA and become the fourth tide of integration in the 80’S．Its main characteristic is the dramatic decrease of the percentage in the mixed purchase，the goal of mixed purchase transfers to the trade of the relating business and companies with multiple industry development divide and transfer the non—focused business in order to enhance the capital quality and ability to make profit for the main business． This paper take Gos group as a research aim，and take the method combining theory into practice，make use of PEST，SWOT，value chain etc．management tools to analyze Gos Group’S current business condition and re-planed the new development strategy．In light of the research result，Gos Group should continue to develop the core business，digital Television and completely develop core ability to expand its main business as well as cultivate new profit increase point． KEY WORDS Re—focusing，Gos Group，Core Ability 原创性声明本人声嚷，所里交的学位论文是本人在导师指导下进行的研究 原创性声明 本人声嚷，所里交的学位论文是本人在导师指导下进行的研究 工作及取