H精密紧固件公司发展战略研究

发布时间：2018-09-08 14:01

【摘要】：中国经济改革开放发展30年历程,国内沿海城市形成了众多的加工制造业,有着世界加工厂的美誉。但在全球价值链的大格局中,大多数的企业处于生产制造的低附加值环节,依靠劳动力和资源优势进行规模生产获取利润。发达国家则将重心放在了产品研发、设计和销售等高附加值环节上。这样的格局随着劳动力成本的不断上升和新兴科技的风云变幻开始不断出现企业倒闭浪潮现象,引发企业经营状况的思考。国内企业多以中小加工制造业为主,主要以代工,出口导向型经营模式,以金属加工制造业情况来看,其行业分布广、企业众多、产品应用领域涉及方方面面,多以传统的劳动密集型生产模式。以往以国内低劳工成本、廉价的原材料、人民币坚挺等等各种有利因素发展起来的一批企业,当金融危机来临,政策导向以及市场调整等一系列情况发生变化时,以往的优势成为劣势,企业的各种各样问题便浮现了出来。单纯依靠出口导向的产业模式让大多数制造型企业陷入全球价值链的最低端,在科技创新日新月异的情况下,新技术、管理创新的变革创造的价值已经远远超越了原有的劳动力、资源等传统生产模式的范畴。只有通过自主创新,并且是可持续的创新模式才能获得竞争优势。企业需要重新调整企业发展战略以及相应的产业发展思路,推进产业转型和升级,不断提升在全球价值链中的地位,以谋取更大的利益,企业要继续保持发展,转型升级势在必行。企业该如何转型?如何升级众说纷纭,又该如何找到适合自身发展的路径?就这些问题企业该如何在行业里保持竞争优势进行探讨。H精密紧固件公司简称H公司,H公司作为出口导向型加工制造企业,在发展过程中同样面临市场和环境的变化给公司发展带来的各种制约,因此,本文将针对H公司企业经营现状,结合宏观环境和行业环境的分析,对H公司未来的发展战略和转型升级提出新的思路,通过聚焦技术创新和经营模式的创新,将公司从竞争激烈的制造业价值链的低端向中高端进行转型,从而达到利益最大化。同时通过资料信息整理的基础上,运用各种管理工具和方法进行梳理,总结出具体战略实施方案,为企业持续发展做出指导作用,也对情况及规模行业相类似企业提供积极参考借鉴作用。
[Abstract]:During the 30 years of economic reform and opening up in China, domestic coastal cities have formed numerous manufacturing industries and have a reputation as processing factories in the world. But in the large pattern of global value chain, most enterprises are in the low value-added link of production and manufacture, and rely on labor and resource advantages to make profits from large-scale production. Developed countries focus on high-value-added links such as product development, design and sales. With the rising of labor cost and the change of new technology, the phenomenon of enterprise closure began to appear, which caused the thinking of enterprise management. Domestic enterprises mainly focus on small and medium-sized processing manufacturing, mainly in the mode of contract industry and export-oriented management. In view of the metal processing manufacturing industry, its industry is widely distributed, there are many enterprises, and the application fields of products involve many aspects. More with the traditional labor-intensive production model. In the past, a number of enterprises developed with low domestic labor costs, cheap raw materials, strong renminbi, and other favorable factors, when the financial crisis came, policy orientation and market adjustment, and a series of changes took place. Before the advantage becomes the inferior position, the enterprise each kind of question surfaced. The purely export-oriented industrial model has plunged most manufacturing enterprises into the lowest end of the global value chain. With technological innovation changing with each passing day, new technologies, The value created by the innovation of management has gone far beyond the scope of the traditional production mode such as labor force and resources. Only through independent innovation and sustainable innovation model can we gain competitive advantage. Enterprises need to readjust their development strategies and corresponding industrial development ideas, promote industrial transformation and upgrading, and continuously upgrade their position in the global value chain in order to achieve greater benefits. Enterprises should continue to maintain their development. Transformation and upgrading is imperative. How should the enterprise transform? How to upgrade different opinions, and how to find a suitable path for their own development? This paper discusses how enterprises should maintain their competitive advantage in the industry. H Precision Fastener Company is referred to as H Company and H Company as an export-oriented processing and manufacturing enterprise. In the process of development, we will also face all kinds of constraints brought by the changes of market and environment to the development of the company. Therefore, this paper will analyze the present situation of H company, combining the macro environment and the industry environment. This paper puts forward a new way of thinking about the development strategy and transformation and upgrading of H Company in the future. By focusing on technological innovation and business model innovation, the company will be transformed from the low end of the highly competitive manufacturing value chain to the middle and high end of the manufacturing value chain, so as to maximize the benefits. At the same time, on the basis of data and information collation, using various management tools and methods to sort out, summed up the specific strategic implementation plan, for the sustainable development of enterprises to make a guiding role, Also to the situation and scale industry similar enterprises to provide positive reference role.
【学位授予单位】：华南理工大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F426.4;F272

【相似文献】