HE汽车电子公司新产品导入研究

发布时间：2018-02-24 19:24

本文关键词： 新产品导入战略地图客户价值主张战略组群　出处：《南京大学》2013年硕士论文　论文类型：学位论文

【摘要】：企业保持长期的发展,需要不断为客户提供具有市场竞争力的产品或服务,以满足客户自身的利益。将部分被验证的新产品从概念阶段,发展到上市销售并且盈利,从而开拓产品市场份额,奠定产品组合的成本结构。这种企业核心的业务形态,我们称之为“新产品导入”。它独立于不同公司既有的组织架构,也不是传统运营流程通过不断优化就可以实现,更不是单纯的产品本身的创新。新产品导入是一套完整的系统体系。在新产品导入系统中,需要有适合公司自身情况的核心团队,起到驱动及粘合不同职能部门的功能。本文通过分析在汽车电子行业,HE公司在组织结构及成本预算方面出现的问题。讨论了最近20多年在全球范围来比较流行的规模企业中矩阵式结构存在的严重弊端的根本原因；并提出了在此结构下可能会出现的“预算鞭式多级放大效应”的理论分析。这些问题肯定会导致企业的竞争劣势。针对这些问题的分析,本文提出重组原企业部分组织结构,开创自适应变速箱型结构的新产品导入团队。论证了此改进对于HE公司的可行性和竞争优势。强调了此类团队在于动态的、柔性的、无缝啮合的特征。为新产品导入顺利开展奠定了组织基础。接着借用传统的战略地图和平衡积分卡工具,对公司的财务目标下所具有强因果关联的客户价值主张、关键流程、及人力资本做了重点部分的研究。研究不求面面俱到,但是探索出了对于HE公司绩效影响最为深刻的部分,即精益创新流程和对关键组群的人力资本改进。这两个部分分别可以归类为战略地图的内部层面及学习和成长层面。此改进方案也没有侧重在平衡积分卡的考核层面,而是强调对流程体系的创新改进和员工能力的释放和软激励。同时,对关键组群员工以增值资本的理念持续投资。侧重少投资(重点性),高回报；而非全面考核,却极难考核具体个人的回报。因为在新经济时代,大工业生产和运营的模式已经过去,对于高科技公司,以研发、知识、客户关系、团队合作为企业枢纽的业务运作模式,是比较难于通过书面的指标来考核。本着研究即创新的理念,我们给出了对于高科技公司新产品导入体系常见的问题总结和处理方案。并引导公司的管理者深入思考问题的根源,在总结中不断实践。
[Abstract]:To maintain long-term development, enterprises need to provide customers with products or services that are competitive in the market to meet their own interests. We call this "new product introduction", which is independent of the existing organizational structure of different companies, in order to develop product market share and establish the cost structure of the product portfolio, which is the core business form of the enterprise. Nor can the traditional operation process be realized through continuous optimization, nor is it simply the innovation of the product itself. The introduction of new products is a complete system system. In the new product import system, there needs to be a core team suitable for the company's own situation, This paper analyzes the problems in the organizational structure and cost budget of HE Company in the automotive electronics industry, and discusses the more popular in the world in the last 20 years. The root cause of the serious malpractice of matrix structure in scale enterprises; This paper also puts forward the theoretical analysis of the "budget whip multistage amplification effect" which may occur under this structure. These problems will definitely lead to the competitive disadvantage of enterprises. Based on the analysis of these problems, this paper proposes to reorganize part of the organization structure of the original enterprise. Create a new product introduction team with adaptive gearbox structure. Demonstrate the feasibility and competitive advantage of this improvement for HE, emphasizing that such teams are dynamic and flexible. Features of seamless engagement. Laid the organizational foundation for the smooth introduction of new products. Then, using the traditional strategic map and balanced integral card tools, to the company's financial objectives with a strong causal relationship of customer value claims, key processes, And human capital to do the key part of the study. The study does not seek to cover all aspects, but to explore the most profound impact on the performance of HE company, That is, lean innovation process and human capital improvement to key groups. These two parts can be classified as the internal level of strategic map and the level of learning and growth, respectively. It emphasizes innovation and improvement of the process system and the release of employees' ability and soft incentive. At the same time, the key groups of employees are continuously invested in the concept of value-added capital. The emphasis is on less investment (focus, high returns; not comprehensive assessment). But it is extremely difficult to assess the return of specific individuals. Because in the new economic era, the mode of production and operation of large industries has passed, and for high-tech companies, the business operation model is based on R & D, knowledge, customer relations, and teamwork. Is more difficult to pass the written indicators to assess. Based on the idea of research and innovation, we give the common problem summary and solution to the new product introduction system of high-tech companies, and guide the managers of the company to think deeply about the root causes of the problems, and continue to practice in the summary.
【学位授予单位】：南京大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F426.63;F273.2

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