KMS柴油发电机组在中国的市场竞争策略研究

发布时间：2018-02-23 16:30

本文关键词： KMS 柴油发电机组市场竞争策略　出处：《西南财经大学》2013年硕士论文　论文类型：学位论文

【摘要】：成立于1919年2月的美国KMS公司是全球最大的独立发动机制造商,作为拥有全球190多个国家和地区的600多家分销机构和6500多个经销商网点的KMS公司,其电力事业部是全球发电系统及其相关产品服务的领军供应商。KMS在1979年成立北京办事处,成为最早在中国进行发动机本地化生产的西方柴油机公司之一,2011年KMS在华销售额逾37亿美元,其中电力事业部销售额逾2亿美金,中国区已经成为KMS全球规模最大、增长最快的海外市场。在竞争愈来愈激烈的国际环境下,KMS公司要如何保证产品营销的成功,如何适应快速发展的中国市场。中国柴油发电机行业的兴起,伴随着中国城市化进程加快、社会发展日新月异。发电机组需求连年上升,如何决胜中国市场,成为创造更高业绩、赢得全球市场销量宝座的重要课题。柴油发电机组是KMS公司唯一的可提供给最终用户的民用产品,研究它的市场竞争策略,对于KMS公司在中国的市场份额的增长有着重大意义。因此,本课题着重研究的是,要采取怎样的市场竞争策略,来实现KMS柴油发电机组在中国市场的增长。本文在研究KMS公司成功的市场竞争之道的同时,也希望通过研究结论,为中国柴油发电机组企业的发展策略提供参考。通过研究发现,柴油发电机组厂商在产品的开发和制造技术上相差无几,而在品牌影响力、客户服务满意度、营销策略和核心技术方面拉开了距离。本文在利用竞争理论分析了中国柴油发电机组市场竞争环境之后,结合KMS公司内部资源与能力的研究,提出了KMS公司建设企业核心竞争力的方式和策略。本文还研究了KMS柴油发电机组在中国发展的历史沿革、营销策略和营销成果,通过SWOT分析对KMS公司自身的优势、劣势,面临的机会、威胁进行探讨后,对其市场竞争策略进行了建议。本文在第一章主要介绍了中国柴油发电机组的行业的发展状况和市场竞争环境；第二章主要对KMS品牌的发展历程做了介绍,对KMS柴油发电机的产品现状、目标市场、主要竞争对手进行了概述,基于对KMS公司内部资源的分析,得出了KMS柴油发电机组在中国市场的核心竞争力；第三章利用SWOT模型对KMS公司的竞争和发展做出了细致的讨论,对影响竞争力发展的因素进行了阐述,为下文对KMS公司的竞争策略优化奠定了基础；第四章根据KMS的核心竞争力,结合SWOT分析做出了竞争策略的分析和选择；第五章通过对KMS竞争策略的分析,对中国内内企业的发展提供了策略上的建议。
[Abstract]:Founded in February 1919, KMS is the largest independent engine manufacturer in the world. As a KMS company with more than 600 distribution agencies and more than 6, 500 dealer outlets in more than 190 countries and regions around the world, KMS Co., Ltd. is the largest independent engine manufacturer in the world. Its electric power division is the leading supplier of global power generation systems and related products and services. KMS established its Beijing office in 1979. In 2011, KMS sold more than US $3.7 billion in China, of which more than US $200 million was sold by the Electric Power Division. China has become KMS's largest company in the world. The fastest growing overseas market. In the increasingly competitive international environment, how to ensure the success of product marketing and how to adapt to the rapid development of China's market. The rise of China's diesel generator industry, along with the accelerated process of urbanization in China, Social development is changing with each passing day. The demand for generating sets has been rising year after year. How to win the Chinese market has become an important issue to create higher performance and win the global market sales position. Diesel generator set is the only civilian product that KMS company can provide to end user. Studying its market competition strategy is of great significance to the growth of KMS company's market share in China. What kind of market competition strategy should be adopted to realize the growth of KMS diesel generator set in Chinese market. This paper, while studying the successful market competition of KMS Company, also hopes to provide a reference for the development strategy of Chinese diesel generator set enterprises through the conclusion of the research. The manufacturers of diesel generator sets are similar in product development and manufacturing technology, but in brand influence, customer service satisfaction, After analyzing the competitive environment of China's diesel generator market by using the competition theory, this paper combines the research of KMS's internal resources and capabilities. This paper also studies the history, marketing strategy and marketing achievement of KMS diesel generator set in China, and analyzes the advantages and disadvantages of KMS Company through SWOT analysis. After discussing the opportunities and threats, the paper gives some suggestions on the market competition strategy. In the first chapter, the author mainly introduces the development situation and market competition environment of diesel generator set in China, the second chapter mainly introduces the development course of KMS brand, the product status quo and target market of KMS diesel generator. Based on the analysis of the internal resources of KMS, the core competitiveness of KMS diesel generator set in Chinese market is obtained. Chapter three makes a detailed discussion on the competition and development of KMS Company by using SWOT model. The factors that affect the development of competitiveness are expounded, which lays a foundation for the optimization of competition strategy of KMS Company. Chapter 4th makes the analysis and choice of competitive strategy according to the core competence of KMS and the analysis of SWOT. Chapter 5th provides suggestions for the development of domestic enterprises through the analysis of KMS competition strategy.
【学位授予单位】：西南财经大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F271;F416.4

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