联想公司手机产品战略选择研究

发布时间：2018-05-20 16:28

本文选题：产品战略 + 决策方法　；参考：《北京交通大学》2014年硕士论文

【摘要】：本文以联想公司为研究对象,以企业产品战略规划及产品结构调整为分析要点,深刻探讨并论证符合联想公司特色的切实可行的产品结构战略的形成和实施。在描述了联想公司手机产品战略决策的相关内容之后使用到五力模型,SWOT模型和波士顿矩阵研究方法进行分析。其中详细描述了联想公司手机产品战略目标,产品竞争的可选择战略,产品定位(波士顿矩阵)分析以及产品开发与组合决策。在进行了以上分析之后引入了产品战略决策实施及保障方面的研究。主要从公司内部四个方面进行描述,实施步骤,企业文化,组织结构,人才培养。本文创新性的将五力模型分析,SWOT分析结合,同时通过波士顿矩阵方法提出相应的竞争性战略：联想公司需要在竞争当中使用差别化的战略。使联想公司手机与主要竞争对手形成鲜明的区隔,该战略的实施适合于联想公司手机发展初期塑造品牌。获取发展资源的要求,目前联想公司手机正在实施该战略,但定位不准确及执行力度偏弱。在制定了战略之后需要很多重要的因素对其进行保证,其中涉及到企业文化,组织结构以及人才培养。
[Abstract]:This paper takes Lenovo Company as the research object, takes the product strategic planning and product structure adjustment of the enterprise as the analysis point, deeply discusses and demonstrates the formation and implementation of the feasible product structure strategy which accords with the characteristics of Lenovo Company. After describing the relevant contents of the strategic decision of the mobile phone products of Lenovo Company, we use the five-force model / SWOT model and the Boston matrix research method to analyze. It describes in detail the strategic objectives of Lenovo's mobile phone products, the optional strategy of product competition, the analysis of product positioning (Boston matrix), and the decision of product development and combination. After the above analysis, the research on the implementation and guarantee of product strategy decision is introduced. Mainly from four aspects of the company description, implementation steps, corporate culture, organizational structure, talent training. This paper innovatively combines the five-force model analysis with SWOT analysis and puts forward the corresponding competitive strategy through the Boston matrix method: Lenovo needs to use the differential strategy in the competition. So that Lenovo mobile phone and its main competitors form a distinct division, the implementation of the strategy is suitable for the initial development of Lenovo mobile phone brand building. At present, Lenovo's mobile phone is implementing the strategy, but the positioning is inaccurate and enforcement is weak. After formulating the strategy, many important factors are needed to ensure it, including corporate culture, organizational structure and talent training.
【学位授予单位】：北京交通大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F426.63;F272

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