东方电气集团构建核心竞争力的策略研究

发布时间：2018-05-05 23:39

本文选题：核心竞争力 + 策略　；参考：《西南交通大学》2013年硕士论文

【摘要】：在世界经济提振乏力、危机挑战和机遇复杂交织的大背景下,一个缺乏核心竞争力的企业,如何在日益激烈的市场竞争中赢得主动,如何获取效益和价值?不论是中央大型企业集团,还是中小企业,都愈来愈感觉到构建核心竞争优势对持续发展的至关重要性。只有具备了强于竞争对手的独特优势,企业才能更好地满足用户所需,才能占有更高的市场份额和获取更高的利润。世界知名企业成功经营到“百年老店”境界的根本,在于具备主导市场的核心竞争力。连续十年高速增长的发电设备制造业也同样面临这样一个局面。整合五家传统国企组建发电设备制造航母、中央企业装备制造业排头兵、中国内地首批赴港上市的东方电气集团公司,面对当前复杂多变的竞争环境,面对国内外强劲的同行对于,对标世界一流如何正确认知在核心竞争力方面的优势和差距；通过资源整合、采取各种有效策略构建高于竞争对手的独特优势,保持企业的稳定持续发展,这是本文作者探究的主要问题和希望找到的答案。本文简略分析了东方电气集团公司的发展历程和行业特点,剖析了该企业发展中所遇到的问题,以及其核心竞争力表现特征。本文从核心竞争力的概念、核心竞争力的表现特征、构建核心竞争力的途径几个方面,对核心竞争力理论精要进行了概述。应用战略管理理论深入分析了发电设备市场需求,和来自国内国际行业企业的竞争态势,对国内三大集团核心竞争力强与弱做了对比分析。针对东方电气要实现“建设最具国际竞争力的发电设备制造集团”战略目标对其竞争力要素进行全面分析评价,对其整合资源能力、价值链和战略定位进行了存在问题、解决措施等详尽论述。通过对发电设备产业分析、竞争态势分析和东方电气自身核心竞争能力分析,本文提出了企业应当着眼“提升管理、强化研发、振兴质量、降低成本、人才兴企”等方面提升市场竞争力,从管理的整顿提升、技术创新、低成本策略、质量振兴、人才优势、企业文化、商业模式创新等方面提出核心竞争力构建策略,达到提升东方电气高于竞争对手的核心竞争力、增强市场主导能力的目的。本人在发电设备制造一流公司东方电气从事管理工作,熟悉和经历了中国乃至世界发电设备制造业的市场井喷、平稳调整、低谷和需求结构的深度变化,深刻地体会到只有对标世界一流主动提升公司运营水平、整合各类人才资源提升企业价值,构建高于竞争对手的核心竞争力,企业才有充分的市场话语权而居于竞争主动。希望本文的研究能对中国发电设备行业提升竞争能力起到一定的借鉴。
[Abstract]:Under the background that the world economy is weak, the crisis challenges and opportunities are intertwined, how to win the initiative in the increasingly fierce market competition, how to obtain the benefit and the value? Both the central large enterprise group and the small and medium-sized enterprises are increasingly aware of the importance of building core competitive advantage to sustainable development. Only with the unique advantage of stronger than the competitors, enterprises can better meet the needs of users, can they occupy a higher market share and obtain higher profits. The key to the successful operation of world-famous enterprises to the "hundred-year-old shop" lies in the core competitiveness of the leading market. Ten years of high-speed growth in power equipment manufacturing industry is also faced with such a situation. Integrating five traditional state-owned enterprises to build power generation equipment and aircraft carriers, leading the equipment manufacturing industry of central enterprises, and the first batch of Dongfang Electric Group companies listed in Hong Kong in mainland China, facing the current complex and changeable competitive environment. In the face of the strong peer at home and abroad, how to correctly recognize the advantages and gaps in core competitiveness, how to correctly recognize the advantages and gaps in core competitiveness, and how to adopt various effective strategies to build a unique advantage over the competitors, through the integration of resources, To keep the steady and sustainable development of the enterprise is the main question and the answer that the author hopes to find. This paper briefly analyzes the development course and industry characteristics of Dongfang Electric Group Company, analyzes the problems encountered in the development of the company and the performance characteristics of its core competitiveness. This paper summarizes the theory of core competence from the following aspects: the concept of core competence, the characteristics of core competence and the ways to construct core competence. Based on the theory of strategic management, the market demand of power generation equipment and the competitive situation of domestic and international enterprises are analyzed in depth, and the strong and weak core competitiveness of the three domestic groups are compared and analyzed. In order to realize the strategic goal of "building the most internationally competitive power generation equipment manufacturing group", Dongfang Electric comprehensively analyzes and evaluates its competitive factors, and problems exist in its ability to integrate resources, value chain and strategic orientation. The measures to solve the problem are discussed in detail. Through the analysis of power generation equipment industry, competitive situation analysis and the analysis of Dongfang Electric's core competitive ability, this paper puts forward that enterprises should focus on improving management, strengthening R & D, revitalizing quality and reducing cost. Improving market competitiveness from aspects of management rectification, technological innovation, low cost strategy, quality revitalization, talent advantage, corporate culture, business model innovation and so on. To enhance the core competitiveness of Dongfang Electric above its competitors, and enhance the market leading ability. I am engaged in the management work of Dongfang Electric, a leading power equipment manufacturing company, familiar with and experienced the market blowout, steady adjustment, low valley and deep change of demand structure in China and the world power equipment manufacturing industry. It is deeply realized that only by actively promoting the operation level of the company, integrating all kinds of human resources to enhance the value of the enterprise, and constructing the core competitiveness higher than the competitors, can the enterprise have sufficient market voice and take the initiative in the competition. I hope the research in this paper can be used for reference to improve the competitiveness of China's power generation equipment industry.
【学位授予单位】：西南交通大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F426.6;F271

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