通信设备厂商爱立信的全球战略研究

发布时间：2018-04-06 05:34

本文选题：爱立信　切入点：战略　出处：《西南财经大学》2013年硕士论文

【摘要】：本文以爱立信这个在全球通信设备行业中的标杆企业作为研究对象,对该企业的发展现状和竞争环境进行了全面的分析。本文系统地论述了爱立信这个跨国电信设备企业的基本情况以及其内外部环境情况。其中对外部情况的分析采用了总体经营环境分析(PEST)、行业环境分析(SCP)和市场和竞争环境分析(五力模型)等方法。总体来说,爱立信在通信设备领域具有较强的竞争力,在全球行业内也属于举足轻重的企业。无论是在西方国家的政策支持导向,还是在技术和成熟度等方面对公司的业务发展都较为有利。基于对行业环境的分析,爱立信也在积极调整发展战略。当今在全球电信设备市场中,爱立信、诺基亚西门子、华为这三家企业已成为主导厂家,份额总量超过70%,市场地位稳固。爱立信同时也开展兼并和业务重组等措施,以扩大在全球的影响力。在面对竞争的激烈,爱立信在面对全球的经营环境不容乐观。在通信设备行业“一家独大”的情形一去不返的局面下,爱立信该如何突破自己发展的瓶颈,摆脱追赶着业务的蚕食,本文将基于五力模型进行详细的分析。对企业内部环境的分析,本文从管理能力分析、技术能力分析和财务能力分析三个方面进行了全面的论述。从这三个方面可以发现,爱立信作为通信设备行业的标杆企业,其在内部管理方面做得特别优秀。在财务能力方面,爱立信在主营业务收入方面呈现比较稳定增长的态势,而且成本控制较好。研发费用和管理及一般费用方面也跟主营业务收入一样保持同等的增长水平。不过爱立信利润呈现下降的趋势,市场占有率正在被稀释,这是与中国本土的通信设备制造产商的低价竞争策略让爱立信市场占有率削弱的同时,被动采取降价的策略分不开的。另外爱立信的现金流利率较好,抗风险能力较高,这是公司为应对金融危机特意准备的；作为一个国际具有巨大影响力的企业,其风险意识较高,这点值得很多公司学习。未来网络社会的三大趋势：一是移动宽带业务会是主流；二是云时代的到来；三是移动数据会有飞跃的发展。作为通信设备公司领头羊的爱立信来说,今后的战略思维必须围绕这三个趋势转动；即沿着移动、宽带、云三大方向进行产品设计和开发。爱立信未来的长期战略规划是以高于市场的速度增长,实现业内最高利润,提高合资企业的收益,并确保充沛的现金流。爱立信在公司战略方面,需要兼顾有保有压的策略,即在传统优势领域需要继续保持其优势,在新兴战略潜力方面需要加快实施扩张策略,在优势不明显的行业实行切割,实现战略收缩。为实现上述战略目标,爱立信需要制定具体的实施计划：第一,整合移动宽带、电信管理服务以及运营支撑系统与业务支撑系统的资源优势；第二,赢得市场份额；第三,兼并、收购和建立合作伙伴关系。未来网络社会的市场容量看上去虽然很美,但是要把握技术发展和推广的节奏和方式,以及需要考虑到市场的成熟度和消费者的接受能力。过分超前发展往往会导致新技术推广的失败,造成大量通信设备的滞销的问题。在战略并购的过程中,遵循先现行市场后未来市场,先急需后缓需的原则,把握兼并的节奏问题。在先进技术研究发展的过程,需要根据市场的变化及时作出调整。
[Abstract]:This paper makes a comprehensive analysis of the development situation and competitive environment of Ericsson , which is a benchmark enterprise in the global communication equipment industry . This paper systematically discusses the basic situation of this transnational telecom equipment enterprise and its external environment . The analysis of the external situation adopts the general management environment analysis ( PEST ) , industry environment analysis ( SCP ) and market and competition environment analysis ( five - force model ) .

Ericsson , Nokia Siemens and Huawei have become the leading manufacturers in the global telecom equipment market . Ericsson , Nokia Siemens and Huawei have become the leading manufacturers in the global telecom equipment market . Ericsson , Nokia Siemens and Huawei have become the leading manufacturers . In the face of fierce competition , Ericsson also carries out merger and business restructuring to expand its influence on the global business environment . In the face of the fierce competition , Ericsson is not optimistic about how to break through the bottleneck of its own development . In this paper , it will carry out detailed analysis based on the five - force model .

According to the analysis of the internal environment of the enterprise , this paper makes a comprehensive exposition from three aspects of management capability analysis , technical capability analysis and financial capability analysis . From these three aspects , Ericsson is regarded as the benchmark enterprise of communication equipment industry , which is very good in internal management .
As an international enterprise with great influence , its risk consciousness is high , which is worth studying by many companies .

Three major trends in the future network society : one is the mainstream of mobile broadband business ;
Second , the coming of the cloud era ;
Third , mobile data will develop . As the Ericsson of the leader of the communication equipment company , the future strategic thinking must rotate around these three trends ;
The long - term strategic planning of Ericsson in the future needs to be higher than the market speed , realize the highest profit in the industry , increase the income of the joint venture , and ensure abundant cash flow . In order to realize the strategic objective , Ericsson needs to quicken the implementation of the expansion strategy , and realize strategic contraction in the industries with the advantages of less obvious advantage . In order to realize the above - mentioned strategic objective , Ericsson needs to formulate concrete implementation plan : First , integrate mobile broadband , telecommunication management service and the resource advantage of operation support system and service support system ;
secondly , gaining market share ;
Third , merger , acquisition and establishment of partnerships . The market capacity of the future network society appears to be beautiful , but to grasp the pace and way of technology development and popularization , and needs to take into account the maturity of the market and the acceptance ability of consumers . In the process of strategic merger and acquisition , it is often necessary to take into account the market maturity and the consumer acceptance . In the process of strategic merger and acquisition , we should follow the principle of slow demand after the current market , and grasp the rhythm problem . In the process of the development of advanced technology research , it is necessary to make adjustments in time according to the changes in the market .

【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】：F416.4;F272

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