摘 要　
經(jīng)過(guò)改革開(kāi)放20多年來(lái)的高速發(fā)展，中國(guó)鋼鐵產(chǎn)業(yè)已經(jīng)全面告別短缺，從賣(mài)方市場(chǎng)轉(zhuǎn)變?yōu)橘I(mǎi)方市場(chǎng)，鋼鐵產(chǎn)業(yè)進(jìn)入了加速結(jié)構(gòu)調(diào)整、提高競(jìng)爭(zhēng)力為主的新階段，鋼鐵企業(yè)面臨更加激烈的競(jìng)爭(zhēng)。尤其是加入WTO以來(lái)，中國(guó)鋼鐵市場(chǎng)正逐步成為世界鋼鐵市場(chǎng)的一部分，由于中國(guó)鋼鐵產(chǎn)業(yè)在品種、質(zhì)量、成本、服務(wù)和效率方面與世界先進(jìn)水平仍存在相當(dāng)差距，因此處于產(chǎn)業(yè)中的企業(yè)面臨著更為巨大的競(jìng)爭(zhēng)壓力。
而中國(guó)經(jīng)濟(jì)快速發(fā)展，政府實(shí)施擴(kuò)大內(nèi)需的政策，加快工業(yè)化、城市化和新農(nóng)村建設(shè)進(jìn)程以及西部大開(kāi)發(fā)戰(zhàn)略，也給中國(guó)鋼鐵產(chǎn)業(yè)帶來(lái)了前所未有的發(fā)展機(jī)遇。
在21世紀(jì)新的競(jìng)爭(zhēng)環(huán)境下，中國(guó)鋼鐵企業(yè)如何有效研究、應(yīng)對(duì)外界環(huán)境變動(dòng)，考慮自身的發(fā)展方向和發(fā)展戰(zhàn)略，以迎接機(jī)遇、應(yīng)對(duì)挑戰(zhàn)，就成了擺在每一個(gè)企業(yè)面前的嚴(yán)峻課題。本文試圖通過(guò)對(duì)產(chǎn)業(yè)結(jié)構(gòu)理論、資源能力理論等戰(zhàn)略管理基本理論的運(yùn)用，以個(gè)案分析的方式，采用定性分析與定量分析相結(jié)合的方法，在對(duì)研究對(duì)象PCG公司進(jìn)行戰(zhàn)略分析的基礎(chǔ)上，就企業(yè)應(yīng)如何應(yīng)對(duì)新的變化，確立新的發(fā)展戰(zhàn)略，提出自己的意見(jiàn)，以供企業(yè)參考。
本文采用實(shí)證研究的方法，堅(jiān)持理論與實(shí)踐相結(jié)合的原則，將所學(xué)的戰(zhàn)略管理知識(shí)運(yùn)用到具體的企業(yè)案例，對(duì)PCG公司的發(fā)展戰(zhàn)略作了較詳盡的分析和探討。本文共分為五章，第一章為前言部分，介紹研究對(duì)象的基本情況、研究背景、研究目的、研究方法及論文框架；第二章介紹戰(zhàn)略管理理論，概述研究理論基礎(chǔ)；第三章分析企業(yè)的外部戰(zhàn)略環(huán)境；第四章分析企業(yè)的內(nèi)部資源與能力；第五章進(jìn)行企業(yè)戰(zhàn)略選擇分析；第六章提出企業(yè)戰(zhàn)略選擇結(jié)論，并探討了戰(zhàn)略實(shí)施相關(guān)問(wèn)題。
經(jīng)過(guò)對(duì)企業(yè)進(jìn)行戰(zhàn)略分析，本文認(rèn)為PCG公司的戰(zhàn)略應(yīng)當(dāng)是：對(duì)外積極尋求政府支持，利用相關(guān)優(yōu)惠政策，確保搬遷改造工程的順利完成和解決好發(fā)展資金籌措事宜；集團(tuán)內(nèi)依托母公司攀鋼（集團(tuán)）公司資源、資金、技術(shù)優(yōu)勢(shì)，采用合資/戰(zhàn)略聯(lián)盟方式，進(jìn)一步改進(jìn)產(chǎn)品結(jié)構(gòu)，提高技術(shù)裝備水平；對(duì)內(nèi)一方面進(jìn)一步深化改革，建立現(xiàn)代企業(yè)制度以及適應(yīng)市場(chǎng)經(jīng)濟(jì)的企業(yè)運(yùn)行機(jī)制，加強(qiáng)管理、提高效率，重點(diǎn)對(duì)職工醫(yī)院、川冶廠、汽運(yùn)公司等后勤輔助單位實(shí)施緊縮戰(zhàn)略，剝離輔后以精干主體；另一方面在產(chǎn)品競(jìng)爭(zhēng)戰(zhàn)略上對(duì)普通鋼材產(chǎn)品實(shí)施穩(wěn)定型發(fā)展戰(zhàn)略，以成本領(lǐng)先為基礎(chǔ)，進(jìn)行市場(chǎng)滲透和市場(chǎng)開(kāi)發(fā)，提高市場(chǎng)占有率；對(duì)高鋼級(jí)鋼材產(chǎn)品實(shí)施擴(kuò)張型發(fā)展戰(zhàn)略，以產(chǎn)品差異化為基礎(chǔ)，利用內(nèi)部資源和能力進(jìn)行內(nèi)部創(chuàng)業(yè)，開(kāi)發(fā)新產(chǎn)品，進(jìn)一步提高市場(chǎng)競(jìng)爭(zhēng)力。

關(guān)鍵詞：PCG公司 鋼鐵產(chǎn)業(yè) 產(chǎn)業(yè)結(jié)構(gòu) 資源能力 戰(zhàn)略
Research Of Strategic Selection For
The PCG Company
Abstract
Experiencing the high-speed development since the reform and opening up policy more than 20 years ago, China has got rid of the steel shortage, shifting from a buyer's market to a seller's market. The steel industry has stepped into the new stage of accelerating structural readjustment and improving the competitive power. The steel industry is confronted with more drastic competition. Especially after entering the WTO, the Chinese steel market is gradually becoming part of the world’s. Owing to the gap between China and world’s advanced level in terms of variety, quality, cost, service and efficiency, the pressure of competition that the enterprises are faced with is more and more serious.
Meanwhile, China’s economy is developing fast. The government enforces the policy of expanding domestic demand, and accelerating industrialization, urbanization and the process of reconstructing new villages as well as the implementation of the development strategy of west China have all brought about unprecedented developing opportunities to the Chinese steel industry.
Under the new circumstances of competition in the 21st Century, it is a severe issue for every enterprise to consider how to analyze and correspond to the changes existing in the external environment and how to choose its own developing directions and development strategy so as to hold on opportunities and to meet challenges.
This paper, on the basis of the basic theories of strategic management such as industrial structural theory and resource capacity theory, etc. attempts to provide suggestions and reference of how to adapt to the changes and decide its developing directions and development strategy for the enterprises in this area in the way of individual case study and associating qualitative analysis with quantitative analysis in order to analyze PCG Company, the research subject, strategically.
This paper also adopts the method of empirical research and combines theory with practice, applying the knowledge learned from strategic management to the specific enterprise case and has an elaborate analysis and discuss of PCG Company. This paper consists of five chapters. Chapter One is the introduction section, which introduces the basic condition of the research subject, the background and aims of the research, researching method and the discourse frames. Chapter Two introduces strategic management theory and summarizes the theoretical basis of the research. Chapter Three analyses the external strategic environment of the enterprise. Chapter Four analyses the internal resources and the capability of the enterprise. Chapter Five analyzes the strategic selection scheme of the enterprise；And Chapter Six brings forward the conclusion of the enterprise’ strategic selection, and discusses the questions about the strategic practi..