\u003Cbr/>\u003Ch1 class=\"hd\">目錄概覽 \u003Ch1 class=\"tt\">基于實物期權理論的財務供應鏈管理投資評價研究 目次 \u003Cp>封面\u003C/p> \u003Cp>聲明\u003C/p> \u003Cp>摘要\u003C/p> \u003Cp>英文摘要\u003C/p> \u003Cp>目錄\u003C/p> +\u003C/p> \u003Cp>第1章 導論\u003C/p> \u003Cp>1．1 研究背景及意義\u003C/p> \u003Cp>1．2 國內外研究綜述\u003C/p> \u003Cp>1．3 本文研究思路、研究內容及框架\u003C/p> \u003Cp>1．4 研究方法\u003C/p> \u003Cp>1．5 本文研究的重點、難點及創新\u003C/p> +\u003C/p> \u003Cp>第2章 相關概念界定及相關理論\u003C/p> \u003Cp>2．1 財務供應鏈管理及相關概念界定\u003C/p> \u003Cp>2．2 財務供應鏈管理模式及其優化\u003C/p> \u003Cp>2．3 實物期權及其定價模型——布萊克-斯科爾斯模型\u003C/p> +\u003C/p> \u003Cp>第3章 基于實物期權理論的財務供應鏈管理投資評價\u003C/p> \u003Cp>3．1 將實物期權引入財務供應鏈管理投資評價的可行性分析\u003C/p> \u003Cp>3．2 財務供應鏈管理投資的實物期權識別\u003C/p> \u003Cp>3．3 實物期權在財務供應鏈管理投資評價中的應用步驟\u003C/p> \u003Cp>3．4 基于布萊克-斯科爾斯模型的財務供應鏈管理投資評價框架設計\u003C/p> +\u003C/p> \u003Cp>第4章 財務供應鏈管理投資評價的案例分析\u003C/p> \u003Cp>4．1 北新集團建材股份有限公司背景及案例選取目的\u003C/p> \u003Cp>4．2 公司財務流程現狀及缺陷\u003C/p> \u003Cp>5．3 財務供應鏈管理投資構想\u003C/p> \u003Cp>4．4 用布萊克-斯科爾斯模型進行財務供應鏈管理投資決策分析\u003C/p> \u003Cp>4．5 案例總結\u003C/p> +\u003C/p> \u003Cp>第5章 結論與研究展望\u003C/p> \u003Cp>5．1 本文結論\u003C/p> \u003Cp>5．2 本文研究不足\u003C/p> \u003Cp>5．3 研究展望\u003C/p> \u003Cp>參考文獻\u003C/p> ","2016-11-09T00:30:14.000Z",{"ShortId":89,"Id":90,"SiteId":26,"RelatedProductIds":27,"RelatedNewsIds":27},508,"3260CB75-3333-C891-8E5E-08D4DE3F2A98",{"desc":85,"keyword":27,"title":84},[93,95,97,99,101,103,105,107,110],{"field":31,"label":32,"vtype":33,"value":27,"_id":94},"62fd9f7d735f9b47d07b33b0",{"field":36,"label":37,"vtype":33,"value":18,"_id":96},"62fd9f7d735f9b47d07b33b1",{"field":40,"label":41,"vtype":33,"value":18,"_id":98},"62fd9f7d735f9b47d07b33b2",{"field":44,"label":45,"vtype":33,"value":27,"_id":100},"62fd9f7d735f9b47d07b33b3",{"field":48,"label":49,"vtype":33,"value":27,"_id":102},"62fd9f7d735f9b47d07b33b4",{"field":52,"label":53,"vtype":33,"value":18,"_id":104},"62fd9f7d735f9b47d07b33b5",{"field":56,"label":57,"vtype":33,"value":18,"_id":106},"62fd9f7d735f9b47d07b33b6",{"field":60,"label":61,"vtype":33,"value":108,"_id":109},1117,"62fd9f7d735f9b47d07b33b7",{"field":65,"label":66,"vtype":33,"value":111,"_id":112},1188,"62fd9f7d735f9b47d07b33b8",[],[],{"_id":72,"name":73},[11],{"UnitType":27,"CityType":18,"ProductType":18,"Author":27,"Keyword":27,"RelatedNewsKeyword":18,"RelatedProductKeyword":18,"ReadCount":108,"RobotCount":111},{"_id":119,"category":120,"related":122,"images":123,"title":124,"cate":10,"site":17,"subtitle":18,"digest":125,"thumb":15,"content":126,"createtime":127,"publishtime":127,"publish":22,"oldId":128,"seo":131,"items":132,"id":129,"children":153,"files":154,"user":155,"categoryns":156,"isHot":75,"props":157},"62fd9f7d735f9b47d07b33c3",[121],{"_id":9,"cate":10,"name":11,"id":12},[],[15],"紅塔集團多元化戰略調整分析","多元化戰略是中國企業發展到一定階段后熱衷選擇的發展模式,但由于大多數企業對多元化風險認識不到位,對多元化產生盲目追捧,致使企業在多元","多元化戰略是中國企業發展到一定階段后熱衷選擇的發展模式,但由于大多數企業對多元化風險認識不到位,對多元化產生盲目追捧,致使企業在多元化發展中面臨了一系列問題。盲目發展多元化不對,可一味排斥多元化發展也不可取。通過紅塔多元化戰略選擇、實施、利弊、戰略調整等一系列的實例分析,旨在為中國企業發展多元化提供一條正確的發展之路,為企業的多元化發展提供經驗借鑒。<br> 紅塔集團多年來一直是中國煙草業的領軍企業,經過50多年的發展,在行業內確立了領先優勢和市場地位,紅塔山享有了中國煙草第一品牌的美譽。在紅塔集團成立后,紅塔發展更... 多元化戰略是中國企業發展到一定階段后熱衷選擇的發展模式,但由于大多數企業對多元化風險認識不到位,對多元化產生盲目追捧,致使企業在多元化發展中面臨了一系列問題。盲目發展多元化不對,可一味排斥多元化發展也不可取。通過紅塔多元化戰略選擇、實施、利弊、戰略調整等一系列的實例分析,旨在為中國企業發展多元化提供一條正確的發展之路,為企業的多元化發展提供經驗借鑒。\u003Cbr> 紅塔集團多年來一直是中國煙草業的領軍企業,經過50多年的發展,在行業內確立了領先優勢和市場地位,紅塔山享有了中國煙草第一品牌的美譽。在紅塔集團成立后,紅塔發展更加迅猛,通過橫向一體化戰略模式,采取兼并、重組等方式與國內多家煙草企業資源整合,形成了依托省內四廠(玉溪、楚雄、大理、昭通),省外紅塔長春、紅塔遼寧、海南紅塔并舉的集團化布局,并逐步走向了國際化發展,通過在香港、瑞士等地建立分公司,形成了跨地區、跨區域的國際化企業集團。\u003Cbr> 在紅塔向集團化、規模化發展中也遇到了一些問題:一、煙草市場趨于飽和,市場競爭更加激烈:二、受煙草生產計劃剛性政策影響,資源難于優化配置,抵抗外來競爭能力較弱,同時產業可能進入衰退期;三、宏觀政策制約,行業擴張受限;四、單一經營風險,企業面臨經營風險加大。紅塔在主業充分發展之后,已經積累了較為充足的資金,樹立了良好的品牌形象,擁有了較強的競爭優勢,綜合分析紅塔的發展現狀,結合當時的內外部環境,紅塔開始考慮多元化發展,首先是進行相關性多元化發展,即發展煙草配套產業,通過在煙用原輔材料方面進行投資,形成了一個規模龐大的煙草配套產業群,然后逐步延伸至非煙產業,走上了非相關性多元化發展之路,尤其在97年以后,紅塔加快了多元化發展步伐,加大了多元化投資力度,隨后的幾年中涉足輕工、化工、能源、交通、建材、木業、汽車、金融、證券、保險、酒店、房地產、醫藥等多個領域,鑄就了能源交通企業群、煙草配套企業群、建材木業群、賓館酒店服務企業群、金融證券保險業群5大支柱產業,形成了間接的資本運作和直接的資本運作兩個新的經濟增長點,并開始接觸高科技領域,形成了跨地區、跨行業、跨所有制的經營格局。\u003Cbr> 紅塔在多元化發展中,由于過于追求規模的擴大,存在一定盲目性,加上對煙草主業發展前景判斷的失誤,在多元化戰略實施過程中,進入了一些誤區。多年的多元化經營在推動紅塔規模化、集團化發展,有效利用企業優勢資源,分散經營風險,培育新的經濟增長點方面發揮積極作用的同時,也給紅塔的整體發展帶來了一些不利影響,主要表現在:一、資金、人才、精力分散,資源優勢被削弱;二、主業發展重心偏移,企業核心競爭力下降:三、多元化產業面太寬,難于保證各產業較好的經營效果;四、多元化產品發展的參差不齊,使紅塔品牌形象受損。根據紅塔多元化發展中存在的問題,對企業發展戰略提出了相應的調整對策,明確“以主業為主,增強核心競爭力”的戰略導向,推行多元化收縮戰略,但同時也不排斥多元化發展,而是逐步縮小多元化產業面,有選擇的進行多元化,重點對現有多元化產業進行整合。通過對多元化各主要產業進行SWOT分析,從內、外部兩個方面,綜合分析紅塔投資該領域的優勢、劣勢,面對的機會與威脅,對多元化發展方向進行了選擇和判斷,在綜合分析基礎上,對多元化企業進行整合和清理,逐步退出虧損嚴重、投資額較小或在行業內無明顯競爭優勢的企業,而對盈利、效益較好,投資風險較小,市場前景廣闊的企業,通過調整和優化資源配置,集中資金、人力和管理優勢,立足現有投資,并做實做大做強。同時提高投資管理水平,規范投資項目審批程序,保證多元化投資的規范化和科學化,減少投資失誤。\u003Cbr> 在綜合分析基礎上,進一步明確了紅塔多元化調整實施中應以企業核心競爭力為基礎,多元化發展不應以犧牲主業的發展為前提,而是要注重主業與多元化產業間的協同效應,實現優勢互補。并對紅塔以后的多元化戰略提出了相關策略和建議,紅塔在選擇多元化發展格局上應立足相關業務領域,輔以具備競爭優勢的其它領域,并根據行業特點合理采用進入方式,合理控制多元化發展步驟,充分認識存在的經營風險和利弊,走循序漸進的多元化發展之路。 \u003Cbr/>\u003Cbr/>\u003Ch1 class=\"hd\">目錄概覽 \u003Ch1 class=\"tt\">紅塔集團多元化戰略調整分析 目次 \u003Cp>封面\u003C/p> \u003Cp>文摘\u003C/p> \u003Cp>英文文摘\u003C/p> \u003Cp>論文說明:圖表目錄\u003C/p> +\u003C/p> \u003Cp>第1章 緒論\u003C/p> \u003Cp>1.1 選題背景\u003C/p> \u003Cp>1.2 課題研究的目的和意義\u003C/p> \u003Cp>1.3 課題研究的主要內容\u003C/p> +\u003C/p> \u003Cp>第2章 多元化發展戰略的一般理論\u003C/p> +\u003C/p> \u003Cp>2.1 多元化戰略理論回顧\u003C/p> \u003Cp>2.1.1 傳統的多元化戰略理論\u003C/p> \u003Cp>2.1.2 多元化戰略理論的發展\u003C/p> +\u003C/p> \u003Cp>2.2 多元化戰略的含義和分類\u003C/p> \u003Cp>2.2.1 多元化戰略的含義\u003C/p> \u003Cp>2.2.2 多元化戰略的分類\u003C/p> \u003Cp>2.3 多元化戰略利弊分析\u003C/p> +\u003C/p> \u003Cp>第3章 紅塔集團發展歷程\u003C/p> \u003Cp>3.1 紅塔集團發展歷程\u003C/p> +\u003C/p> \u003Cp>3.2 紅塔集團公司現狀\u003C/p> \u003Cp>3.2.1 組織結構\u003C/p> \u003Cp>3.2.2 技術保障\u003C/p> \u003Cp>3.2.3 市場地位\u003C/p> \u003Cp>3.2.4 經濟效益\u003C/p> +\u003C/p> \u003Cp>第4章 紅塔多元化戰略選擇及實施\u003C/p> +\u003C/p> \u003Cp>4.1 紅塔多元化戰略選擇動因分析\u003C/p> \u003Cp>4.1.1 煙草市場趨于飽和\u003C/p> \u003Cp>4.1.2 行業及市場狀況\u003C/p> \u003Cp>4.1.3 宏觀政策制約\u003C/p> \u003Cp>4.1.4 規避風險\u003C/p> +\u003C/p> \u003Cp>4.2 紅塔實施多元化戰略的優勢\u003C/p> \u003Cp>4.2.1 資金優勢\u003C/p> \u003Cp>4.2.2 品牌優勢\u003C/p> \u003Cp>4.2.3 人才技術優勢\u003C/p> +\u003C/p> \u003Cp>4.3 紅塔多元化戰略目標\u003C/p> \u003Cp>4.3.1 紅塔總體戰略規劃\u003C/p> \u003Cp>4.3.2 紅塔多元化戰略目標\u003C/p> +\u003C/p> \u003Cp>4.4 紅塔多元化戰略實施\u003C/p> \u003Cp>4.4.1 紅塔多元化戰略的確立\u003C/p> \u003Cp>4.4.2 紅塔多元化戰略的實施原則\u003C/p> \u003Cp>4.4.3 多元化組織結構的建立和優化\u003C/p> +\u003C/p> \u003Cp>第5章 紅塔多元化發展狀況及分析\u003C/p> +\u003C/p> \u003Cp>5.1 紅塔多元化發展狀況\u003C/p> \u003Cp>5.1.1 概述\u003C/p> \u003Cp>5.1.2 多元化產業分布\u003C/p> \u003Cp>5.1.3 多元化經營效益情況\u003C/p> +\u003C/p> \u003Cp>5.2 紅塔多元化發展方向和類型\u003C/p> \u003Cp>5.2.1 相關多元化\u003C/p> \u003Cp>5.2.2 非相關多元化\u003C/p> +\u003C/p> \u003Cp>5.3 紅塔多元化戰略的利弊分析\u003C/p> \u003Cp>5.3.1 紅塔實施多元化戰略有利方面\u003C/p> \u003Cp>5.3.2 紅塔實施多元化戰略不利影響\u003C/p> +\u003C/p> \u003Cp>5.4 紅塔多元化戰略誤區探討\u003C/p> \u003Cp>5.4.1 煙草主業戰略定位誤區\u003C/p> \u003Cp>5.4.2 快速發展誤區\u003C/p> \u003Cp>5.4.3 規模經濟誤區\u003C/p> +\u003C/p> \u003Cp>第6章 紅塔多元化戰略調整\u003C/p> +\u003C/p> \u003Cp>6.1 紅塔多元化投資行業分析\u003C/p> \u003Cp>6.1.1 SWOT分析方法\u003C/p> \u003Cp>6.1.2 多元化投資行業分析\u003C/p> +\u003C/p> \u003Cp>6.2 紅塔多元化戰略調整對策\u003C/p> \u003Cp>6.2.1 明確多元化發展的定位和目的\u003C/p> \u003Cp>6.2.2 以核心競爭力為前提\u003C/p> \u003Cp>6.2.3 多元化發展的合理格局選擇\u003C/p> \u003Cp>6.2.4 協同效應\u003C/p> \u003Cp>6.2.5 縮減產業規模,提高運營質量\u003C/p> +\u003C/p> \u003Cp>6.3 紅塔多元化戰略調整實施\u003C/p> \u003Cp>6.3.1 紅塔多元化戰略調整定位\u003C/p> \u003Cp>6.3.2 多元化產業整合原則\u003C/p> \u003Cp>6.3.3 多元化產業整合思路\u003C/p> \u003Cp>6.3.4 多元化產業整合實施\u003C/p> \u003Cp>6.3.5 強化多元化投資管理\u003C/p> \u003Cp>6.3.6 規范多元化投資審批程序\u003C/p> +\u003C/p> \u003Cp>第7章 紅塔多元化戰略實施建議\u003C/p> \u003Cp>7.1 正確把握時機\u003C/p> \u003Cp>7.2 采取不同的多元化進入方式\u003C/p> \u003Cp>7.3 充實隊伍,提高投資水平\u003C/p> \u003Cp>7.4 完善激勵機制,提升投資管理效率\u003C/p> +\u003C/p> \u003Cp>7.5 多元化經營中應注意的問題\u003C/p> \u003Cp>7.5.1 多元化經營機遇與風險并存\u003C/p> \u003Cp>7.5.2 進行有效的品牌延伸及塑造\u003C/p> \u003Cp>7.5.3 對多元化企業實施因地制宜的管理\u003C/p> \u003Cp>結束語\u003C/p> \u003Cp>參考文獻\u003C/p> \u003Cp>致謝\u003C/p> 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