XX制像分公司竞争战略研究

发布时间：2019-05-11 01:30

【摘要】：中国自殷商伊始就进入青铜器时代,随着青铜器制作技术的不断进步,使得青铜文化成为我国古代文明的重要标志之一。经历时代的变迁和技术的进步,当1989年世界第一高也是第一尊26.4米高大型青铜铸造露天释迦摩尼坐佛(行业称天坛大佛)在香港大屿山木鱼峰建成,标志着古代青铜器制作从此进入更加广阔的金属雕塑产品制作阶段。伴随上世纪90年代我国经济的快速发展、技术不断进步和精神文明建设的不断推进,金属雕塑产品的市场需求持续增长,规模逐步显现,产品的生产制作企业数量从单个企业到几个企业直到现在已具备相当数量和规模的企业群；产品的材料种类不断丰富和增加,新产品、新工艺不断涌现、产品质量不断提升、制作技艺不断进步。作为提升人民精神文化生活、陶冶人民精神情操的金属雕塑产品,因其自身的非生活必需性、艺术欣赏性等特点,使得产品只具有相对模糊的定性标准而缺乏明确定量评判标准。加之目前从事企业绝大部分为民营企业甚至有大量小作坊式工坊,使得目前金属雕塑产品的市场规范缺失、竞争无序、市场环境日益严峻。XX制像分公司是中国航天科工集团公司控股的B公司全资分公司,是香港天坛大佛的主要建造单位,也是目前金属雕塑产品制造企业中规模最大的企业。一直以来,XX制像分公司发展依靠三-五年规划的实现推动规模增长,具有浓郁的国有军工企业的计划性色彩。随着从业的民营企业数量不断增加、实力不断增强和日益严峻的市场环境,习惯于计划式经营生产的分公司由于缺乏明确的竞争战略,使得公司的稳定经营和发展壮大均面临很大的困难。因此本文目的就是制定实施XX制像分公司在金属雕塑产品市场中的竞争战略,增强分公司的竞争力,从而实现分公司稳定健康发展。本文介绍选题的背景目的及研究思路方法；回顾了企业战略管理的理论和用于战略分析的PEST模型、五力模型、价值链、SWOT等工具；通过对XX制像分公司所在行业、公司自身及目前经营现状的介绍,找到了公司面临的产品链的选择、价值链的重构及产品竞争战略的选择等战略性课题；运用pest模型、五力模型、价值链等工具以公司产品类别为单位分别对内、外部环境进行全面分析,明确其面对外部环境展现的机会与威胁,检查自身发现具有的优势和劣势；最后运用SWOT矩阵对各类产品进行战略定位分析,确定分公司大型金属雕塑产品目标集聚竞争战略、中小型金属雕塑产品、普通工艺礼品的成本领先竞争战略及中高端工艺礼品的差异化竞争战略的制定,形成了分公司三大类产品协调发展的思路,就各类产品所选择的竞争战略的实施提出所需的能力构建,并提出了了XX制像分公司竞争战略实施所需的制度、文化、人才和品牌方面的保障措施。
[Abstract]:Since the beginning of the Shang Dynasty, China has entered the Bronze Age. With the continuous progress of bronze ware making technology, bronze culture has become one of the important symbols of ancient civilization in China. After the changes of the times and the progress of technology, in 1989, the world's tallest and first 26.4-meter-high large bronze cast open-air Sakyamuni Buddha (known as the Temple of Heaven Buddha) was built on Lantau Island, Hong Kong. It marks the stage of making ancient bronze ware into a broader stage of metal sculpture products. With the rapid development of China's economy in the 1990s, the continuous progress of technology and the construction of spiritual civilization, the market demand for metal sculpture products continues to increase, and the scale gradually appears. The production and production of products from a single enterprise to a number of enterprises up to now has a considerable number and scale of enterprises; New products, new technology, improved product quality, and continuous progress in production technology. As a metal sculpture product that promotes the spiritual and cultural life of the people and molds the spirit and sentiment of the people, because of its own characteristics of non-life necessity, artistic appreciation, and so on, So that the product only has a relatively vague qualitative standard and lacks a clear quantitative evaluation standard. In addition, at present, most of the enterprises engaged in private enterprises even have a large number of small workshop workshops, resulting in the lack of market norms for metal sculpture products and the disorder of competition at present. XX Image Company is a wholly owned branch of B Company controlled by China Aerospace Science and Industry Corporation, is the main construction unit of Hong Kong Temple of Heaven Buddha, and is also the largest enterprise in the manufacture of metal sculpture products at present. For a long time, the development of XXX image branch depends on the realization of three-five-year plan to promote the scale growth, which has a strong state-owned military enterprises' planning color. With the increasing number of private enterprises, the increasing strength and increasingly severe market environment, branches accustomed to planned operation and production lack of clear competitive strategy. So that the stable operation and development of the company are facing great difficulties. Therefore, the purpose of this paper is to formulate and implement the competitive strategy of XX photography branch in the metal sculpture product market, to enhance the competitiveness of the branch, so as to achieve the stable and healthy development of the branch. This paper introduces the background purpose and research ideas of the selected topic, reviews the theory of enterprise strategic management and PEST model, five-force model, value chain, SWOT and other tools for strategic analysis. Through the introduction of the industry, the company itself and the current situation of operation, the strategic issues such as the choice of the product chain, the reconstruction of the value chain and the choice of the product competition strategy are found. Pest model, five-force model, value chain and other tools are used to analyze the internal and external environment of the company, respectively, to clarify the opportunities and threats presented by the external environment, and to examine the advantages and disadvantages of their own discovery. Finally, using SWOT matrix to carry on the strategic orientation analysis to all kinds of products, determine the branch large-scale metal sculpture product target cluster competition strategy, small and medium-sized metal sculpture product, The cost leading competition strategy of ordinary handicraft gifts and the formulation of differentiation competition strategy of middle and high end handicraft gifts have formed the train of thought of coordinated development of the three categories of products in the branch. This paper puts forward the necessary capacity construction for the implementation of the competitive strategy selected by all kinds of products, and puts forward the system, culture, talent and brand protection measures required for the implementation of the competitive strategy of XXX subsidiary.
【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】：F271;F426.8

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