YS公司纵向一体化问题研究

发布时间：2018-04-29 02:08

本文选题：电容触摸屏 + 战略　；参考：《西南交通大学》2014年硕士论文

【摘要】：2010年以来,以苹果为代表的iphone系列手机的畅销引爆了全球智能手机的增长,智能手机出货量的增长带动了市场对中小尺寸电容触摸屏的需求,增加了电容触摸屏行业的发展机会。因此,电容触摸屏上下游公司纷纷开始制定新的经营战略,期望通过重新规划产业布局,以便在技术、效率、规模上提升竞争力,抓住这一波触摸屏需求增长的机遇,迅速的发展壮大。YS公司是一家生产中小尺寸液晶显示模组的企业,其业务与触摸屏关联度很高,面临即将发生的产业链格局变化和市场机会,公司着手制定新的发展战略。YS公司运用战略制定工具SWOT分析法和波动五力模型法,确立了公司纵向一体化的发展战略。YS公司在现有的液晶屏业务基础上,投资了手机触摸显示屏、手机视窗防护盖板、触摸显示贴合模组三条新的生产线,进入液晶屏的上下游产业链,将公司打造成一个提供带触控功能的手机液晶屏一站式解决方案商。YS公司通过并购的方式新建了手机视窗防护盖板生产线和触摸屏生产线,新的生产线分布在长沙和深圳两地,公司的目标是实施纵向一体化战略后,在一年内迅速的将销售额从8亿元提升到30亿元。但纵向一体化战略实施一年后,YS公司的销售额并没有出现大幅的提升,销售额反而在一年后大大落后于原本规模和业务都和公司相差不大的竞争对手。本文通过将YS公司战略和竞争对手比较,发现在YS公司在实施纵向一体化战略时,对于新投资的项目采取并购的方式不合适；新投资的项目生产地点也过于分散；公司核心业务不明显；对被并购公司的监督管理不够是造成YS公司战略目标没有达成的主要原因。在找到这些原因后,本文逐一提出改善意见,建议YS公司将各项目的生产地点进行整合、重点发展下游产品、完善内部流程。本文尝试解释在行业快速发展和技术多变的环境中,为什么有些企业在实施精心拟定的纵向一体化战略后,不但没有使企业步入快速发展的轨道,反而将企业业拖入进退两难的泥潭。本文以YS公司为例,对YS公司在实施纵向一体化战略中面临的问题进行一一剖析,并给出了后续的调整意见,为YS公司或类似行业管理者调整经营策略和后续再次进行纵向一体化提供参考。
[Abstract]:Since 2010, the popularity of iPhone mobile phones, represented by apple, has exploded the growth of global smartphones. The growth of smartphone shipments has led to the market's demand for small and medium sized capacitive touch screens, increasing the development opportunities of the capacitive touch screen industry. Therefore, the downstream companies on the capacitive touch screen have started to develop new operations. The strategy is to replan the industrial layout in order to improve the competitiveness in technology, efficiency and scale, to seize the opportunity to increase the demand of the touch screen. The rapid development and expansion of.YS company is a small and medium sized LCD display module. Its business has a high correlation with the touch screen and is facing the upcoming industrial chain pattern change. The company sets out to establish a new development strategy.YS company using the strategy making tool SWOT analysis and the fluctuating five force model. The company has established the development strategy of the vertical integration of the company,.YS company, based on the existing LCD screen business, invested the mobile phone touch screen, the window protection cover board and the touch display module. Three new production lines, entering the upper and lower industrial chain of the LCD screen, making the company a one-stop solution to the mobile LCD screen with touch control function,.YS company has built a new mobile window protective cover plate production line and a touch screen production line through merger and acquisition. The new production line is distributed in Changsha and Shenzhen, the company's goal. After the implementation of the vertical integration strategy, the sales volume was rapidly increased from 800 million yuan to 3 billion yuan in one year. However, after a year of the vertical integration strategy, the sales of YS company did not increase substantially. By comparing the YS company strategy and the competitor, it is found that when YS company is implementing the vertical integration strategy, the way of merger and acquisition is not suitable for the new investment projects; the production location of the new investment project is too scattered; the core business of the company is not obvious; the lack of supervision and management of the merged companies is the strategic goal of the YS company. The main reasons are not reached. After finding these reasons, this article puts forward the improvement advice one by one and suggests that YS company integrate the production sites of various projects, focus on developing downstream products and improve internal processes. This article tries to explain why some enterprises are in elaborate drafting in the rapid development of industry and technology changing environment. After the integration strategy, not only did not make the enterprise enter the track of rapid development, but put the enterprise into the mire of dilemma. This paper, taking YS company as an example, analyzes the problems faced by YS company in the implementation of the vertical integration strategy, and gives the following adjustment opinions for the adjustment of YS company or similar industry managers. It provides a reference for further strategic integration.

【学位授予单位】：西南交通大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F426.6;F272.3

【参考文献】