快循环市场下小米科技的竞争战略研究

发布时间：2018-01-11 20:20

本文关键词：快循环市场下小米科技的竞争战略研究　出处：《西南财经大学》2014年硕士论文　论文类型：学位论文

【摘要】：随着科技的进步,智能手机逐渐成为“日常用品”。目前,中国智能手机市场的规模不断扩大,市场竞争程度却也相应增加。同行竞争压力越发严峻,给手机厂商带来了不断攀升的竞争压力。小米科技成立之初便选择了本就火热的智能手机市场。而后历经三年时间,与苹果、三星、华为等世界级企业,同列中国智能手机市场前十名品牌。2012年,仅仅凭借三款机型,实现了719万的销量,其发展态势堪称奇迹。小米所处的智能手机市场是快循环市场的典型代表,进入壁垒较低,市场呈现高度动态,此刻的佼佼者也很难保证下一刻的竞争优势的维持。这样一个竞争激烈,不好经营的市场,是什么造就了小米此时进入市场的勇气?外部宏观环境究竟是否同想象中一样糟糕?行业竞争环境是否如表面上那般残酷?小米公司本身拥有何等过人之处,其企业文化、财务状况、企业管理情况怎样?研发创造能力、营销能力和生产制造能力现状如何?种种环境背景下,小米应当依靠什么战略突出重围?本文基于对“小米的奇迹”的思考,且拟从以下几个方面,展开了对小米科技的研究。一是小米科技的竞争战略环境分析。包括外部宏观环境、行业竞争状况及自身内部环境三个方面。外部宏观环境的分析运用PEST模型,从政治、经济、社会、技术四个方面展开。行业竞争情况的分析则借助五力模型,从供应商的议价能力、行业竞争者的竞争、新进入者威胁、购买者的议价能力及替代品的威胁五个部分着手。自身内部环境分析部分,分别对其企业文化、财务状况、研发能力、营销能力、生产制造能力和企业管理六个方面进行解读。综合小米科技的竞争战略环境分析,得出其外部宏观环境动态变化,行业竞争情况因规模不足承受巨大压力,而自身具有创新的竞争优势的结论；二是参照内外部环境因素,确定小米科技扩充规模及不断创新的竞争战略目标,通过战略定位为小米科技战略设计提供标准,从而确立首先提升知名度,其后通过扩充产品线和扩充市场以扩充企业规模的阶段性的竞争战略；三是对小米未来发展的展望。包括扩充市场而选择国际化的路线、方式、盈利模式选择,以及需要解决的问题与建议。
[Abstract]:With the development of science and technology, smartphone has gradually become a "daily necessities". At present, the scale of China's smartphone market is expanding, but the market competition level is also increasing. The peer competition pressure is becoming more and more severe. The pressure on mobile phone makers has been rising. Xiaomi chose the booming smartphone market at the start of its existence. It then spent three years working with world class companies such as Apple, Samsung and Huawei. In 2012, with only three models, it achieved 7.19 million sales, and its development is a miracle. Xiaomi's smartphone market is a typical representative of the fast circulation market. The barriers to entry are low and the market is highly dynamic. It is very difficult for the best at this moment to guarantee the maintenance of the competitive advantage at the next moment. What makes Xiaomi the courage to enter the market at this time when the competition is fierce and the market is not easy to manage? Is the external macro environment as bad as thought? Is the competitive environment in the industry as brutal as it appears? What is Xiaomi's own enterprise culture, financial situation, and business management? What is the status of R & D creative, marketing and manufacturing capabilities? Under various circumstances, what strategy should Xiaomi rely on? Based on the "Miracle of Xiaomi", this paper studies Xiaomi technology from the following aspects. The first is the analysis of the competitive strategic environment of Xiaomi Science and Technology, which includes three aspects: external macro environment, industry competition condition and internal environment. The analysis of external macro environment uses PEST model to analyze from politics and economy. The analysis of the situation of industry competition is based on the five-force model, from the suppliers' bargaining power, the competition of industry competitors, the threat of new entrants. The buyer's bargaining power and the threat of alternatives. The internal environment analysis part, respectively on its corporate culture, financial situation, R & D capabilities, marketing capabilities. Six aspects of production and manufacturing capacity and enterprise management were interpreted. By analyzing the competitive strategic environment of Xiaomi Science and Technology, the dynamic changes of external macro environment were obtained, and the competition situation of the industry was under great pressure because of insufficient scale. And own has the innovation competition superiority conclusion; Second, referring to the internal and external environmental factors, to determine the scale of Xiaomi technology expansion and continuous innovation of the competitive strategic objectives, through strategic positioning for Xiaomi technology strategic design standards, thus establishing the first to enhance the visibility. After that, by expanding the product line and expanding the market, there is a phased competitive strategy to expand the scale of the enterprise; The third is the prospect of Xiaomi's future development, including expanding the market and choosing the way of internationalization, the choice of profit mode, as well as the problems and suggestions to be solved.
【学位授予单位】：西南财经大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F426.63

【参考文献】