摘要
国腾集团成立于1995年,最初是一家专业从事IC公用电话生产和研发的民
营电子通讯企业。凭借着有利的政策环境和先进的生产技术,国腾集团在IC公用
电话领域获得了巨大的成功。1998年开始,由于电子通讯市场环境的巨大变化,
国腾集团开始走上了多元化发展的道路。但是随着规模的不断扩大,国腾集团在
多元化发展的过程中出现了比如产业重点不明确、产业优势不明显和集团核心竞
争能力逐渐弱化等问题
本文基于多元化相关理论、归核化相关理论和产业链相关理论,对国腾集团
的多元化发展历程进行了详细的分析,认为国腾集团多元化过程中遇到的问题,
主要是由于没有根据其拥有的核心竞争能力来进行多元化业务选择和缺少对新兴
产业的产业链布局造成的。在此基础上,我们分析了国腾集团现有的的多元化模
式,并提出了国腾集团未来进行多元化时应该遵循的“漏斗”+ “围棋”模式,为
国腾集团的多元化发展提供借鉴和参考
关键字:多元化战略,核心竞争能力,产业链,多元化模式
ABSTRACT
Established in 1995, the Goldtel Group was a Private electronic communications
enterprise initially, specializing in the production and R&D of the IC public telephones.
Enabling policy environment and rely on the advanced production technology, Goldtel
Group has achieved a great success in this field, and then embarked on the path of
diversification in 1998, because of the tremendous changes of the market environment
in electronic communications industry. As the high-speed expansion in the scale
continuously, it revealed series of questions, such as the fuzzy core industries, the
advantage is not obvious in the industry, and the waning of the Group's core
competitiveness.
Based on the relevant theories in the field of the pluralism, refocusing, and
industrial chain, this article has a detailed analysis of the process in diversified
development of Goldtel Group, we found that the reason that caused the issues in the
process to achieve diversification mainly in that, haven't taken into account the
company's core competitiveness when selecting a wide range of business, and lacking of
industrial chain layout in emerging industries. On this basis, we analyzed the existing
diversity mode of Goldtel, and proposed that the Group should follow the mode of
“Hopper,,and“GO,’ to inaugurate the development of diversification, as well as provide
the reference for the Group's diversified development in the future.
Key words: diversification strategy; core competitiveness; the industry chain;
diversification mode.