M照明工程公司的竞争战略研究

发布时间：2018-04-30 05:39

本文选题：竞争战略 + 差异化竞争　；参考：《北京交通大学》2017年硕士论文

【摘要】：随着中国经济的快速发展、国家对于城市化建设的政策支持以及奥运会、世博会、APEC会议、G20峰会等重要国际会议在我国召开,城市夜景照明越来越受到人们的重视。照明工程行业的蓬勃发展,也促使越来越多的照明工程企业跻身于行业的竞争。然而,由于2008年以来全球经济的大萧条,照明工程行业的发展也面临各种挑战,尤其是随着国家房地产政策的调控,建筑楼体照明工程的发展出现了较大波动。面对机遇和挑战并存的复杂环境,要想在激烈的市场竞争中保持持续快速的发展,照明工程企业必须制定新的竞争战略以增强企业在竞争中的优势地位。本论文研究的问题是,在近几年企业改革和创新的大潮流中,作为中国照明工程行业内具有代表性的企业之一,M照明工程公司如何优化企业的竞争战略,使企业能够迅速突破市场困境、并在众多的竞争者中获得优势竞争力、占据更多市场份额、创造更高收益。本论文的研究方法主要为案例研究法、文献研究法、归纳法和调查法。论文从企业竞争战略的角度出发,首先阐述了论题研究的背景,之后对M照明工程公司进行介绍,再利用“五力”模型对照明工程行业竞争环境进行研究;通过SWOT分析法和价值链分析法对M照明工程公司的竞争优势、劣势、竞争机会和竞争威胁进行研究,对现有的竞争战略存在的问题进行分析。综合这几方面的研究,为M照明工程公司未来的发展提出了“双轨制”竞争战略:差异化竞争战略和联合型竞争战略,并建议通过完善组织架构、完善人才机制、加强财务管理、提升领导力水平、优化产业链为竞争战略的实施提供保障体系,以达到公司综合竞争能力提升的目的。本论文的研究结论主要有两方面:(1)结合M照明工程公司的实际情况,从品牌、技术、服务和经营模式方面选择差异化竞争战略,不仅可以提升企业内部资源的力量,而且能够加强企业的核心竞争力。(2)联合型竞争战略,包括与价值链同一环节上竞争对手的协同联合、与上下游产业链不同环节的企业联合、地缘性资源的联合、以及企业自我扩张或并购实施规模经济型的联合等方式,能够聚集行业外部资源,为企业的发展创造新的竞争力,同时也能够顺应照明工程行业的发展形势以及全球经济市场的变化趋势。本论文的研究不仅为M照明工程公司的发展提出了合理的竞争战略,而且还为照明工程行业内其他企业的战略发展、提升综合竞争能力提供了借鉴意义。
[Abstract]:With the rapid development of China's economy, the policy support for urbanization construction, the Olympic Games and other important international conferences, such as the World Expo and APEC meeting and G20 Summit, people pay more and more attention to the lighting of urban night scenes. The booming development of lighting engineering industry also urges more and more lighting engineering enterprises to enter the competition of the industry. However, due to the global economic depression since 2008, the development of lighting engineering industry is also facing various challenges, especially with the regulation of national real estate policies, the development of building lighting engineering has been fluctuated. Faced with the complex environment of both opportunities and challenges, in order to maintain a sustained and rapid development in the fierce market competition, lighting engineering enterprises must formulate new competitive strategies to enhance their dominant position in the competition. The problem studied in this paper is how to optimize the competitive strategy of China Lighting Engineering Company, as one of the representative enterprises in the field of lighting engineering in China, in the trend of enterprise reform and innovation in recent years. So that enterprises can quickly break through the market difficulties, and in many competitors to gain competitive advantage, occupy more market share, create higher returns. From the point of view of enterprise competition strategy, this paper first expounds the background of the research on the topic, then introduces M Lighting Engineering Company, and then studies the competitive environment of lighting engineering industry by using the "five forces" model. Through SWOT analysis and value chain analysis, the competitive advantages, disadvantages, competitive opportunities and competitive threats of M Lighting Engineering Company are studied, and the existing problems of competitive strategy are analyzed. Synthesizing the research in these aspects, this paper puts forward the "two-track system" competitive strategy for the future development of M Lighting Engineering Company: the differentiated competitive strategy and the combined competitive strategy, and proposes to perfect the talent mechanism by perfecting the organizational structure. Strengthen the financial management, improve the leadership level, optimize the industry chain for the implementation of competitive strategy to provide security system, in order to achieve the purpose of comprehensive competitiveness of the company. The research conclusion of this paper mainly includes two aspects: 1) combining with the actual situation of M Lighting Engineering Company, choosing the differentiated competitive strategy from the aspects of brand, technology, service and business model can not only enhance the strength of the internal resources of the enterprise. Moreover, it can strengthen the core competence of the enterprise. It can strengthen the joint competitive strategy, including the synergetic association with the competitors in the same link of the value chain, the association with the enterprises in different links of the upstream and downstream industrial chains, and the combination of geo-resources. As well as self-expansion or merger and acquisition implementation of economies of scale and other means, can aggregate external resources for the development of enterprises to create new competitiveness, At the same time, it can adapt to the development situation of lighting engineering industry and the changing trend of global economic market. The research in this paper not only puts forward a reasonable competitive strategy for the development of M Lighting Engineering Company, but also provides a reference for the strategic development of other enterprises in lighting engineering industry and the promotion of comprehensive competitive ability.
【学位授予单位】：北京交通大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F426.6;F272

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