三星与诺基亚市场竞争策略比较分析及对国产手机厂商的启示
发布时间：2018-10-05 11:52
【摘要】：整个社会正在全面迈向互联网时代，全球范围的智能手机的迅猛发展为中国手机制造商带来了机遇与挑战。其中，，三星企业一跃而起，在2012年市场份额超过了诺基亚。三星已经由市场的“追随者”转向“领导者”。求新求变，一切以消费者的需求为导向，是三星成功的根本原因。长期的技术积累、注重核心及关键技术创新、完整的产品线、流程创新、速度取胜是三星的创新表现。而三星的创新文化和领导力、优秀的研发人才、全球性研发网络、高研发投入是其创新支撑条件。如今是数字时代，是“快鱼吃慢鱼”的时代，这就要求企业不仅要有新技术、新想法，更要快速地实施。 诺基亚长久以来形成散漫、自满、官僚等内部问题，诺基亚正在积极调整自身发展战略，努力使自己向互联网靠拢，抓住这次战略转型的机会来顺应本次社会变革的潮流。 目前在中国，手机已经从高档奢侈品变为普通消费品，手机不只是单纯的科技通信装备，手机也是一种社会化商品，与社会经济基础、社会群体结构相互影响，也可以表现出各使用者群体的社会经济地位的差异。 国内厂商缺乏高端产品，产品贡献率低，高端竞争力不足，品牌价值下降。由此，国产手机要想在竞争激烈的市场上有一席之地，当务之急是要走差异化道路，赢得更广阔的发展空间。
[Abstract]:The whole society is stepping into the Internet era. The rapid development of the global smartphone brings opportunities and challenges to the Chinese handset manufacturers. Among them, Samsung enterprise leaps and rises, in 2012 market share exceeded Nokia. Samsung has shifted from a market follower to a leader. Looking for new and changing, all in the direction of consumer demand, Samsung's success is the fundamental reason. Long-term technology accumulation, focus on core and key technology innovation, complete product line, process innovation, speed win is Samsung's innovation performance. Samsung's innovation culture and leadership, excellent R & D personnel, global R & D network and high R & D investment are its innovation support conditions. Now is the digital age, is the "fast fish eat slow fish" era, which requires enterprises not only to have new technology, new ideas, but also to quickly implement. Nokia has long had internal problems such as sloppiness, complacency, bureaucracy and so on. Nokia is actively adjusting its development strategy, trying to bring itself closer to the Internet and seizing the opportunity of this strategic transformation to conform to the current trend of social change. At present, in China, mobile phones have changed from luxury goods to ordinary consumer goods. Mobile phones are not merely scientific and technological communications equipment. Mobile phones are also a kind of socialized commodity, which interact with the social economic base and the social group structure. It can also show the social and economic status of different user groups. Domestic manufacturers lack of high-end products, low contribution rate, low high-end competitiveness and low brand value. Therefore, if domestic mobile phones want to have a place in the competitive market, the urgent task is to take the road of differentiation and win a broader space for development.
【学位授予单位】：辽宁大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F416.6;F426.6
[Abstract]:The whole society is stepping into the Internet era. The rapid development of the global smartphone brings opportunities and challenges to the Chinese handset manufacturers. Among them, Samsung enterprise leaps and rises, in 2012 market share exceeded Nokia. Samsung has shifted from a market follower to a leader. Looking for new and changing, all in the direction of consumer demand, Samsung's success is the fundamental reason. Long-term technology accumulation, focus on core and key technology innovation, complete product line, process innovation, speed win is Samsung's innovation performance. Samsung's innovation culture and leadership, excellent R & D personnel, global R & D network and high R & D investment are its innovation support conditions. Now is the digital age, is the "fast fish eat slow fish" era, which requires enterprises not only to have new technology, new ideas, but also to quickly implement. Nokia has long had internal problems such as sloppiness, complacency, bureaucracy and so on. Nokia is actively adjusting its development strategy, trying to bring itself closer to the Internet and seizing the opportunity of this strategic transformation to conform to the current trend of social change. At present, in China, mobile phones have changed from luxury goods to ordinary consumer goods. Mobile phones are not merely scientific and technological communications equipment. Mobile phones are also a kind of socialized commodity, which interact with the social economic base and the social group structure. It can also show the social and economic status of different user groups. Domestic manufacturers lack of high-end products, low contribution rate, low high-end competitiveness and low brand value. Therefore, if domestic mobile phones want to have a place in the competitive market, the urgent task is to take the road of differentiation and win a broader space for development.
【学位授予单位】：辽宁大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F416.6;F426.6
【参考文献】
相关期刊论文 前10条
1 付敏娟;邹sッ
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