Li, Xiaohua

Zhang, Weijiong

熔盛集团成立于2005年，经过两年多的发展已经基本建成了在江苏如皋的造船基地，生产正在有条不紊地进行。然而，2008年初外高桥造船公司、沪东中华造船集团、江南造船集团三家中国最大的造船公司分别在长兴基地建立了自己的生产线，这将改变世界造船业的竞争格局。同时，受美国次级债影响，世界经济发展速度将减缓，世界航运能力和造船能力过剩的情况马上就会出现。面对世界经济的变化和造船行业竞争格局的变化，作为熔盛集团CEO的陈强面临着诸多战略问题：应该如何根据董事会的目标，分三个阶段提出具体的战略和实施计划？集团下一步的发展定位和机会应该在哪个领域？制造业、金融、能源，还是地产？如何才能加快实现这些目标？Rongsheng Group was founded in 2005. Within two years of construction, its shipbuilding base in Rugao, Jiangsu, had been mostly set up and put into operation. Yet Shanghai Waigaoqiao Shipbuilding Co., Ltd., Hudong-Zhonghua Shipbuilding Group, and Jiangnan Shipyard Group had set up their production lines at Shanghai Changxing Shipbuilding Base, which would immediately change the competitive situation in the international shipbuilding industry. Meanwhile, the sub-prime loan crisis would slow down the development pace of the world economy, thus leading to asurplus of world shipping and shipbuilding capacity in the near future. The CEO of Rongsheng Group, Chen Qiang, was wondering the following questions: As the world economic situation and the competition patterns of the shipbuilding industry were changing, how could Rongsheng Group work out the detailed strategies and implementation plans based on the goals of the board of directors? Which industry should the Group be positioned in and find opportunities from for its further development (manufacturing, finance, energy or real estate)? How could it realize its targets in a shorter time

熔盛集团

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