上海TY租赁有限公司发展战略研究

论文摘要

尽管租赁业在中国有悠久的历史,但中国现代租赁却是从改革开放的八十年代初才出现的,至今只有二十多年的时间。在这段时间里,中国租赁行业有过快速成长时期,也经历过整个行业发展的低谷;而当迈进二十一世纪后,中国的租赁业迎来了一个新的发展阶段,中国租赁市场在宏观环境、政策环境及市场需求等方面给租赁企业的发展提供了新的契机。上海TY租赁公司就是成立于这样一个崭新的历史阶段,并在成立后的短短六年时间里获得了快速的成长。TY公司是注册在上海浦东,并以重型卡车租赁为其主营业务的一家专业性租赁公司,它在2006年中国重卡租赁市场上排名第二,获得了较大的市场份额,但随着公司规模的不断扩大,它的内部管理却没有随之跟上,且其管理成本在不断增长,盈利率相应随之下降。针对这种情况,TY公司该何去何从?它该如何继续保持其市场优势,并在此基础上不断提高其盈利水平?这也是它当前面临的一个最大的难题,这一切都需要TY公司重新制定适合当前实际情况的发展战略。根据对租赁行业关键成功要素的分析,我们可以知道在该行业成功的关键核心要素是融资能力、获取客户资源的能力和风险控制能力;而通过对TY公司内部人员的访谈、企业调研以及对其当前核心能力的分析后,我们发现TY公司目前的优势在于风险控制能力较强,而其他两项核心能力则亟待提高。因此在对TY公司内外部情况进行剖析并利用SWOT战略分析矩阵对TY公司各因素进行详细分析的基础上,我们认为TY公司应当选择租赁、销售和增值服务一体化的发展战略路径,通过这种方式,该公司能整合其产业价值链,提升其整体竞争能力及盈利水平;此外,TY公司还要根据重要性与紧迫性两个纬度对其各个业务进行优先排序,确定在今后的发展中,租赁业务是其主体和主要利润来源,而增值服务和销售业务是两翼,为租赁业务提供客户渠道、资金来源和服务支持。围绕TY公司制定的新发展战略,本文最后还提出了公司今后的核心能力建设计划,并就其培养途径进行了分析,然后分三个阶段为其核心能力的建设制定了详细规划。

论文目录

• 摘要
• ABSTRACT
• Chapter 1 Introduction
• 1.1 The background of the research
• 1.2 The ideas of research and its main contents
• Chapter 2 The analysis to the TY Company’s internal status
• 2.1 The Basic situation of the company and the analysis to its status
• 2.1.1 The current organization structure of the company
• 2.1.2 The analysis to its current main business
• 2.1.3 The analysis to its core advantages
• 2.2 The analysis to the company’s inner core competence
• 2.2.1 The analysis of its business competence
• 2.2.2 The analysis to its financial capability
• 2.2.3 The analysis to its financing capability
• 2.3 The research on the company’s internal management problems
• 2.3.1 The analysis to its organization problem and management control.
• 2.3.2 The analysis to the problems of its process and system
• 2.3.3 The analysis to its financial management
• 2.3.4 The analysis to its HR management
• 2.3.5 The analysis to its culture construction
• Chapter 3 The analysis to TY Company’s external environment
• 3.1 The analysis to the leasing industry and its developing trend
• 3.1.1 The analysis to the trend of international leasing industry
• 3.1.2 The analysis to the development of Chinese leasing industry
• 3.2 The analysis to Chinese heavy trucks leasing industry
• 3.2.1 The analysis to the supply chain of heavy truck leasing industry
• 3.2.2 The analysis to the demand chain of heavy truck leasing industry
• 3.2.3 The analysis and forecast to Chinese future heavy truck leasing industry
• 3.3 The analysis to the main competitors of heavy truck leasing industry
• 3.3.1 The analysis to the business models of the heavy truck leasing
• 3.3.2 The analysis to the typical competitors
• 3.4 The important meaning of establishing its new development strategy
• Chapter 4 The establishment and evaluation of TY’s new development strategy
• 4.1 The establishment of the TY Company’s SWOT strategical Matrix
• 4.2 The analysis to the TY Company’s development strategy approaches.
• 4.2.1 The profession-focused mode
• 4.2.2 The leasing and value-added services mode
• 4.2.3 The leasing and sales services mode
• 4.3 The planning and designing of its strategical system
• 4.3.1 The analysis to its business portfolio and business strategy orientation
• 4.3.2 The company’s future vision and mission
• 4.3.3 The forecast of the company’s strategic goals
• 4.3.4 The analysis to the key business and identify its marketing strategic steps
• 4.4 The company’s core competence constructing plan
• 4.4.1 The analysis to its cultivating approaches of the core competence
• 4.4.2 Its cultivating plan of the core capability in various stages.
• Chapter 5 Conclusion
• Reference
• Acknowledgement
• The directory of the article published during the MBA period