FM中国公司活塞业务市场竞争策略研究

发布时间：2018-03-10 14:09

本文选题：FM　切入点：活塞业务　出处：《上海交通大学》2013年硕士论文　论文类型：学位论文

【摘要】：中国汽车工业经过十几年的高速增长目前已经成为全世界最大的汽车生产和消费市场。受改革开放初期“市场换技术”政策导向影响，，几乎所有的外资汽车品牌都已经进入中国市场。为了配合整车生产企业在中国实施本土化生产以及抢占中国汽车市场份额，位于产业链下游的汽车零部件企业目前也已基本完成了在中国的战略布局。同时中国本土供应商经过几十年技术积累已经具备一定竞争力，加之其固有的低成本优势，这一切都使得中国汽车零部件行业竞争日趋激烈。中国汽车市场充满机遇和挑战，为了实现企业未来总体增长型战略规划，FM中国公司需要重新整合企业内外部资源、不断提升核心竞争力和可持续竞争优势，对市场竞争策略做出合理选择。文中首先运用PEST对宏观环境进行分析，并利用波特五力模型和竞争态势矩阵分析了FM公司所处行业的产业结构和竞争态势，从而识别出企业外部环境中存在的机会和所面临的威胁。另一方面，从企业自身资源、核心竞争力以及价值链角度对FM公司的内部因素进行深入分析，定位企业自身优势和劣势。结合公司使命愿景以及公司层发展战略，利用SWOT模型总结出了备选的市场竞争策略。最后通过现场调研以及高管访谈等方式，运用QSPM工具对备选市场竞争策略给予定量评分，从而制定出适合FM中国公司的最优策略组合。文章最后部分对既定市场竞争策略如何有效实施和控制提出了具体的措施和建议。本文属应用性研究。一方面结合笔者的实际工作经验，同时在深入研究战略管理理论和竞争优势理论等现代企业管理理论知识基础上，制定出FM中国公司未来的市场竞争策略组合。本研究对于传统制造行业，尤其是汽车零部件企业具有借鉴和指导意义。
[Abstract]:After more than ten years of rapid growth, China's auto industry has become the world's largest auto production and consumption market. Influenced by the "market for technology" policy guidance in the early stage of reform and opening up, Almost all foreign automobile brands have entered the Chinese market. In order to cooperate with the whole car manufacturing enterprises to implement local production in China and seize the share of the Chinese auto market, Automobile parts enterprises located downstream of the industrial chain have also basically completed their strategic layout in China at present. Meanwhile, after decades of technological accumulation, local suppliers in China have become competitive, coupled with their inherent low cost advantages. All these make the competition of Chinese auto parts industry become more and more fierce. The Chinese automobile market is full of opportunities and challenges. In order to realize the overall growth strategic planning of enterprises in the future, FM China needs to reintegrate the internal and external resources of enterprises, and constantly enhance the core competitiveness and sustainable competitive advantage. Make a reasonable choice to the market competition strategy. In this paper, firstly, PEST is used to analyze the macro environment, and the industrial structure and competition situation of FM company are analyzed by using Porter's five-force model and competitive situation matrix. On the other hand, it analyzes the internal factors of FM company from the angle of enterprise's own resources, core competitiveness and value chain. Combined with the company mission vision and company layer development strategy, this paper summarizes the alternative market competition strategy by using SWOT model. Finally, through field research and executive interviews, etc. This paper uses QSPM tool to give the quantitative score to the alternative market competition strategy, so as to work out the optimal strategy combination suitable for FM China company. In the last part of the article, some concrete measures and suggestions on how to effectively implement and control the established market competition strategy are put forward. On the one hand, combined with the author's practical work experience, on the other hand, on the basis of in-depth study of modern enterprise management theory, such as strategic management theory and competitive advantage theory, The future market competition strategy combination of FM China Company is worked out. This study has reference and guidance significance for traditional manufacturing industry, especially for auto parts enterprises.
【学位授予单位】：上海交通大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F271;F416.4

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