R公司在中国市场本地化策略研究

发布时间：2018-01-26 15:36

本文关键词： 本土化跨国公司工程机械　出处：《华南理工大学》2014年硕士论文　论文类型：学位论文

【摘要】：随着近10年来中国基础设施建设，房地产等大型项目的投资与发展呈持续高速增长状态。国内工程机械的需求量也越来越大。因此对其配套件液压元件需求量也持续升温。工程机械用的液压元件技术要求与质量要求相对较高，因此从改革开放以来，由于国内液压件制造商的设计制作水平仍然较为落后，工程机械用的核心液压元件基本采用国外进口的方式，因此就集中在国外该行业的几家供应商身上，并在20世纪以来都是卖方市场。直到21世纪，国外同行不断地通过自我提升与发展进入国内市场，国内的制造商质量开始稳定下来，客户的认知程度与技术水平不断提高的情况下，工程机械的液压元件开始从卖方市场变为买方市场。因此许多国外液压元件的制造商各自开始了其本地化的进程。总部设在德国的R公司作为全球最大的几个液压元件供应商之一，早在1978年进入了中国市场，开始其在中国市场的销售业务，并在接下来的20多年内逐步建立起两个国内工厂，然而其本地化程度仍然不足。面对市场急剧膨胀，，国内国际同行的竞争越来越激烈，客户不断有新的需求情况下，R公司的中国管理层于2008年提出并了五个本地化的概念，即本地化采购、本地化生产、本地化管理、本地化工程、本地化调试。并且在接下来几年逐一实施，在市场上收到了一定的效果。然而在2011年的下半年开始国家对于整个房地产与基础设施建设的调控下，行业发生了持续下滑。而R公司由于本地化所带来的一些问题也同时逐渐体现出来。本文主要通过详细介绍R公司在实施五个本地化前后的经营情况，然后详细用多种科学方法与不同的角度描述R公司近年来五个本地化的实施的与市场不断变化情况下这些工作进行研究。以R公司为例子阐述并分析R公司的跨文化管理，本土化动因以及本土化实施方面的一些前因后果。最后得出结论并结合事实揭示R公司在本土化建设过程中的得失以及提出相关一些建议。
[Abstract]:With the construction of infrastructure in China in the past 10 years. The investment and development of large projects such as real estate are in a state of continuous rapid growth. The demand for domestic construction machinery is also increasing. The technical requirements and quality requirements of hydraulic components used in construction machinery are relatively high, so since the reform and opening up, the level of design and manufacture of domestic hydraulic components manufacturers is still relatively backward. The core hydraulic components used in construction machinery are mainly imported from abroad, so they are concentrated on several foreign suppliers in this industry and have been the seller's market since 20th century. Until 21th century. Foreign peers constantly through self-improvement and development into the domestic market, the quality of domestic manufacturers began to stabilize, customer awareness and technical level continues to improve. The hydraulic components of construction machinery began to change from the seller's market to the buyer's market. Therefore, many foreign manufacturers of hydraulic components began the process of localization. As one of the world's largest suppliers of hydraulic components, R, headquartered in Germany, entered the Chinese market as early as 1978 to begin its sales operations in the Chinese market. And in the next 20 years and gradually set up two domestic factories, but its localization is still insufficient. Facing the rapid expansion of the market, domestic and international counterparts are increasingly competitive. In 2008, the Chinese management of R Company put forward five localization concepts, namely, local procurement, local production, localization management and localization engineering. Localization debugging. And in the next few years one by one, in the market has received certain results. However, in the second half of 2011, the country began to control the entire real estate and infrastructure construction under the control. The industry has continued to slide, and some of the problems that R has caused by localisation are also emerging. This article mainly through the detailed introduction of R company before and after the implementation of five localization business situation. Then it describes in detail the five localization practices of R Company in recent years and the changing situation of the market with various scientific methods and different angles. Taking R Company as an example, this paper expounds and analyzes the cross-section of R Company. Cultural management. Finally, the author draws a conclusion and combines the facts to reveal the gain and loss of R Company in the process of localization construction and puts forward some relevant suggestions.
【学位授予单位】：华南理工大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F272.3;F416.4

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