A公司XQDZ业务竞争战略研究

发布时间：2018-01-01 05:00

本文关键词：A公司XQDZ业务竞争战略研究　出处：《南京大学》2017年硕士论文　论文类型：学位论文

【摘要】：能源是工农业发展、社会进步不可缺少的物质基础。目前煤、天然气和石油是世界上能源利用的主要资源,随着世界经济的迅猛发展,这些能源存在着再生周期长的短板,越来越赶不上目前发展的需求。地球目前探明的可开采利用储量已经日渐枯竭,就煤储量为例,未来150-200年,煤储量将接近枯竭。另一方面,这些传统能源带来了环境污染的副作用。我国对煤的过度开放也造成了雾霾等严重的环境污染问题。各国陆续都提出了低碳经济,作为重要污染气体排放的传统汽车工业,也面临着重要的变革,从最早丰田公司推向市场的混合动力汽车,到特斯拉的纯电动型汽车,这些都为汽车工业寻求新型低污染清洁能源带来启发。汽车工业作为我国的支柱产业,发展迅猛,并继续有着广阔的市场空间。同时汽车产生环境污染问题也是越来越严峻。国家针对环境治理,适时地提出了发展新能源汽车的方向,目前这一产业政策属于起步开始阶段,但越来越受到市场的关注,很多企业都陆续投资涉足新能源汽车制造相关领域,以求能借助国家产业政策调整的契机实现企业的再次腾飞。中国的劳动力、物流成本逐年上升,而制造业的竞争力优势却在逐步下降,如何能够让企业持续保持继续发展的优势,是本文研究的重点。本文运用战略管理相关理论,以A公司开辟新能源汽车电子产品业务(题目XQDZ为字母缩写)为例,拟将战略管理的竞争战略运用到公司的业务中去,以此提高A公司整体业务的盈利能力。本文给那些受困目前已有业务,急需寻求新的利润增长点的企业提供一个思路和途径、同时在人力成本、物流成本、运营成本进行有效控制的战略制定都有参考借鉴意义。本文首先从战略管理的理论分析入手,梳理企业发展可采用的竞争战略;运用"PESTEL分析方法"对新能源汽车电子业务所处的外部宏观环境进行分析,然后运用波特的"五力模型分析方法"对新能源汽车电子业务行业环境进行分析,再结合A公司实际情况,运用"SWOT分析方法"和"价值链分析方法"对A公司新能源汽车电子业务的内部环境进行分析;最后结合A公司的核心竞争力,选择适合A公司发展的竞争战略,同时对A公司选择的竞争战略可能碰到的障碍进行剖析和给出相应的应对措施。文章最后,对A公司采取的竞争战略进行了总结和展望。
[Abstract]:Energy is an indispensable material basis for industrial and agricultural development and social progress. At present, coal, natural gas and oil are the main resources of energy utilization in the world, with the rapid development of the world economy. These sources of energy have long regeneration cycles and are falling short of current demand. The Earth's proven recoverable reserves have dried up, for example, coal reserves for the next 150 to 200 years. Coal reserves will be nearly depleted. On the other hand. These traditional energy sources have brought the side effects of environmental pollution. The excessive opening of coal in China has also caused serious environmental pollution problems such as haze. Many countries have put forward low-carbon economy one after another. As an important pollutant gas emission, the traditional automobile industry is also facing important changes, from the first Toyota to the market of hybrid vehicles, to Tesla's pure electric vehicles. All these provide inspiration for the automobile industry to seek new low pollution clean energy. As the pillar industry of our country, the automobile industry develops rapidly. And continue to have a broad market space. At the same time, the problem of environmental pollution caused by cars is becoming more and more serious. The government has timely put forward the direction of developing new energy vehicles in view of environmental governance. At present, this industry policy belongs to the initial stage, but it is more and more concerned by the market. Many enterprises are investing in the field of new energy automobile manufacturing in succession. In order to make use of the opportunity of adjustment of national industrial policy to realize the enterprise to take off again. China's labor force, logistics cost is rising year by year, but the competitive advantage of manufacturing industry is declining gradually. How to enable enterprises to maintain the advantages of continuous development is the focus of this paper. This paper uses the relevant theory of strategic management. Taking A Company as an example to open up the new energy automobile electronic product business (the title XQDZ is acronym), the competitive strategy of strategic management is proposed to be applied to the business of the company. In order to improve the profitability of the overall business of Company A. this paper provides a way for those enterprises which are trapped by the existing business and urgently looking for new profit growth points, at the same time in the human cost, logistics cost. The strategy of effective control of operation cost has reference significance. Firstly, this paper starts with the theoretical analysis of strategic management, and combs the competitive strategy that can be adopted in the development of enterprises. Using "PESTEL analysis method" to analyze the external macro environment of the new energy automobile electronic business. Then using Porter's "five forces model analysis method" to analyze the new energy automotive electronics industry environment, and then combined with the actual situation of company A. Using "SWOT analysis method" and "value chain analysis method" to analyze the internal environment of A company's new energy automobile electronic business; Finally, combined with the core competitiveness of company A, choose a competitive strategy suitable for the development of company A, at the same time, analyze the possible obstacles encountered by the competition strategy chosen by company A. at the end of the article, the corresponding countermeasures are given. The competitive strategy adopted by company A is summarized and prospected.
【学位授予单位】：南京大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F426.471;F271

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