后金融危机时代的企业战略转型——以风华高科为例

本文对战略转型相关理论和文献做了回顾和评述，并以风华高科为案例，论述其把握金融危机后的发展机遇，通过战略整合成功实现战略转型。过去的风华高科出现通常具有的“大企业病”，“诸侯经济”特征明显：集团实行多元化战略，各分子公司各自为战，没有形成统一的合力。金融危机倒逼风华高科走上战略整合的发展道路，通过战略转型和组织管控优化，彻底扭转各分子公司的“散小乱”局面，使公司总部与分子公司紧密围绕着电子元器件产业链形成强大价值链竞争合力，发挥协同优势，应对竞争对手的技术升级、成本竞争和经营灵活性的挑战，实现可持续发展。

A Study on Strategy Transformation of Fenghua-Advanced Group in the Times of Post-financial Crisis

Based on the strategy transformation review in the case study of Fenghua-Advanced Group, this paper attempts to show how Chinese industrial firms grasp the opportunity through strategy transformation after the financial crisis. Formerly, the company executed the strategy of diversification, with each subsidiary enterprise operating independently without unified direction of development. The financial crisis has compelled the company to improve the situation of every subsidiary enterprise being ＂scattered＂ through strategy transformation and optimal adjustment of organizational control. The company has now formed competitive force by combining the company headquarters and subsidiaries around the electronic industry chain with synergic strategies concerning technology upgrades, cost and flexibility of production, thus ensuring its sustainable development.