公司财务视角下爱立信的战略选择研究

发布时间：2018-02-28 02:34

本文关键词： 财务视角财务报表分析战略选择　出处：《对外经济贸易大学》2017年硕士论文　论文类型：学位论文

【摘要】：通信业主要由电信运营商和通信设备制造商的业务构成,是发展变革最快的行业之一,具有科技含量高,投资成本巨大,回收期长的特点。随着4G技术的广泛应用,ICT产业的融合,“一带一路”的逐步建设,通信行业受到巨大的冲击,也面临新一轮竞争格局下的机遇和挑战。伴随着技术的高速发展,通信网络的更新换代周期在逐代缩短。2G网络的建设大约7至8年后才开始盈利,而3G升级到4G的时候只有5年时间,运营商还未盈利就开始下一代网络的建设,5G更加剧了这种情况。在此背景下,企业为追求可持续发展做出的战略决策,需要综合分析自身的资源和能力,对外界环境做出全面审慎的分析和判断。一旦转型失败,必然对企业造成伤筋动骨甚至无法挽回的损失。本文从公司财务视角出发,以战略为导向,以资源基础理论和企业战略理论为支撑,选取同行业的华为作为对比,对爱立信的战略选择做分析和研究。通过运用文献综述法、比较分析法、财务数据分析法,将理论和实践相结合,首先运用SWOT矩阵分析爱立信的优势、劣势、机遇和挑战,之后论述财务报表与企业战略的关系,进而选取重要财务指标分析爱立信的偿债能力、营运能力和盈利能力以及上市情况,最终从财务视角提出爱立信在内部环境和外部环境都相对不利的条件下,如何借鉴华为的成功经验,结合自身的外企属性和核心竞争力进行战略调整,尝试着对企业管理层在未来的战略实施提出建议。
[Abstract]:The telecommunications industry is mainly composed of telecommunications operators and telecommunications equipment manufacturers. It is one of the fastest-changing industries with high technological content and huge investment costs. With the wide application of 4G technology and the gradual construction of "Belt and Road", the communications industry has been greatly impacted and faced with opportunities and challenges under a new round of competition. With the rapid development of technology, The replacement cycle of the communications network was shortened from generation to generation before the construction of the .2G network began to become profitable after about seven to eight years, compared with only five years when 3G was upgraded to 4G. This situation is exacerbated by the fact that operators are starting to build next generation networks before they are profitable. In this context, enterprises need to comprehensively analyze their own resources and capabilities in order to make strategic decisions in pursuit of sustainable development. To make a comprehensive and prudent analysis and judgment of the external environment. Once the transformation fails, it will inevitably cause damage to the enterprise and even irreparable losses. This paper, from the perspective of corporate finance, is guided by strategy. Based on the resource-based theory and enterprise strategy theory, Huawei of the same industry is selected as a comparison to analyze and study Ericsson's strategic choice. Through the use of literature review, comparative analysis, financial data analysis, Combining theory with practice, firstly using SWOT matrix to analyze Ericsson's strengths, weaknesses, opportunities and challenges, then discussing the relationship between financial statements and enterprise strategy, and then selecting important financial indicators to analyze Ericsson's solvency. Finally, from the financial point of view, Ericsson is put forward how to learn from Huawei's successful experience under the unfavorable internal and external environment. Combining with its foreign enterprises' attributes and core competitiveness, this paper tries to put forward some suggestions for the future strategic implementation of the enterprise management.
【学位授予单位】：对外经济贸易大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F626.115

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