施耐德电气公司服务化转型战略研究

发布时间：2019-06-01 11:36

【摘要】：随着经济的飞速发展，我国制造业逐渐成为整个世界制造业中非常重要的一环。但是，在良好的发展形式下，中国制造业也必须应对各种内部和外部的不利因素。国内方面，制造业的生产成本持续上升，再加上近几年日益严重的“用工荒”，使那些传统的低端制造业面临着巨大的生存危机。国际方面，伴随着人民币对美元的持续升值，中国制造业在生产成本方面的优势被削弱了；国际贸易摩擦的日渐频繁，使得中国制造的产品面临着日益增加的出口压力；此外，还有一些其它的因素制约着中国制造业的发展，如防止全球变暖，发展低碳经济等等。在世界制造业服务化转型的大背景下，“服务型制造”是综合了世界制造业与服务经济的整体发展趋势和中国制造业的具体实际所提炼出来的一种全新的制造企业服务化的概念。实际上就是制造企业的服务化，是在之前良好的制造业基础之上，有机地融合制造业与服务业，并且实现制造业与服务业的良性互动与共同发展。在这样一种新的市场环境和经济形势下，施耐德电气(中国)公司从2008年开始，在公司内部进行了一场全面的变革，提出了从一个“电气和自动化产品的制造商”转变为“能效管理专家”的“一个公司”转型战略，在与国内和国际同行业企业的竞争中抢占了先机。施耐德电气（中国）投资有限公司成立于1995年，是法国施耐德电气在中国的全资子公司，2010年更名为施耐德电气（中国）有限公司，以下简称为施耐德电气（中国）。施耐德电气（中国）在国内有2个研发中心，6个物流中心，22家工厂以及9000多名员工。从公司成立到现在，平均每年的增长速度在20％至30％之间。2010年施耐德电气（中国）的销售额达到了120亿元人民币，同比增长45％，比全球平均24％的增长率高出21个百分点。虽然施耐德电气（中国）在过去20多年的发展历程中有着不错的业绩，但其在国内进一步发展的阻力也越来越大。首先，中国劳动力成本的优势正在受到越来越多的发展中国家尤其是邻国的挑战，印尼、越南、菲律宾、印度拥有大量比中国更低廉的劳动力；其次，由于世界经济周期循环，以及新兴经济体对需求的拉动，近年来国际原材料价格持续走高。最后，施耐德电气（中国）的主要竞争对手ABB和西门子，纷纷加大在中国的投资和布局，而且随着中国本土企业的成长和壮大，大家为了争夺更大的市场份额，导致电气产品的价格战愈演愈烈，竞争不断加剧，利润不断下降。面对日益严峻的发展难题，施耐德电气开始了服务化转型。通过这种产品服务系统的构建，就是根据制造企业当前的实际状况，通过采取各种策略（如品牌融合，企业并购，，业务外包等）来实现服务功能的增强。施耐德电气通过统一品牌战略将若干个旗下品牌整合成一个“施耐德”品牌，既增强了品牌宣传效果也带给客户一种解决方案的整体感和专业感；通过对国内相关企业的不断并购，施耐德电气（中国）在众多相关领域迅速拓展了市场，为整体解决方案的实行提供了坚实的产品基础。它的这种既发展产品市场又加强服务市场的做法，是其服务化转型的一大特色，使产品与服务产生一种良性互动；将非核心业务外包，使其资源集中于为客户提供节能产品和节能服务上，增强了其在能源行业的市场竞争力。商业模式的转变和新的产品服务系统构建最终还是需要由人来完成，由人的行为来进行保证，所以，必须通过有效的组织来实现人力资源与企业战略的匹配，用规则的建设来保证战略的实施。施耐德电气（中国）通过对组织模式的改造，来保证其转型战略的顺利实施，其主要有以下几种做法：首先，进行部门的合并，将资源集中起来，减少解决方案执行中的沟通障碍；其次，创立“商务合同中心”，规范商务合同行为，管理整个合同执行期内的风险；最后，由各个BU和中国区总裁组成施耐德电气中国理事会，分享和协调宏观议题，以保持中国地区所有实体的行事一致。商业模式，产品服务系统和组织模式是服务化转型的三个重要组成部分，通过分析施耐德电气（中国）在这三个方面的成功经验，证明了制造企业服务化转型是一种科学的选择和必然的趋势。只有进行服务化的转型，制造企业才有可能走出价格竞争的泥潭，走向更为广阔的“蓝海”。同时，希望能为中国本土制造企业的服务化转型提供借鉴，并且希望中国的制造企业能够冲出国门，在世界的舞台上发挥更大的能量。
[Abstract]:With the rapid development of economy, China's manufacturing industry has become a very important part of the whole world manufacturing industry. However, in the form of good development, China's manufacturing industry must also deal with various internal and external disadvantages. In the domestic area, the manufacturing cost of the manufacturing industry has continued to rise, combined with the increasing "labor shortage" in recent years, so that the traditional low-end manufacturing industry faces a huge crisis of survival. In the international arena, with the continued appreciation of the Chinese currency for the US dollar, the advantages of Chinese manufacturing in terms of production costs have been weakened; the increasingly frequent friction in international trade has led to an increasing export pressure for China-made products; in addition, There are other factors that restrict the development of Chinese manufacturing, such as the prevention of global warming, the development of a low-carbon economy, and so on. In the background of the transformation of the world manufacturing service, the "service-oriented manufacturing" is a brand-new service of manufacturing enterprise, which integrates the overall development trend of the world manufacturing and service economy and the concrete practice of China's manufacturing industry. In fact, it is the service of manufacturing enterprises, which is based on a good manufacturing basis, organically combines the manufacturing and service industry, and realizes the benign interaction and common development of the manufacturing industry and the service industry In such a new market environment and economic situation, Schneider Electric (China) Company started in 2008 and made a comprehensive change in the company, and put forward the "a company" of transition from one "Manufacturer of electrical and automation products" to "Energy Efficiency Management Specialist" The strategy is to be pre-empted in the competition with the domestic and international enterprises in the same industry Established in 1995, Schneider Electric (China) Investment Co., Ltd., a wholly-owned subsidiary of Schneider Electric in China, was renamed to Schneider Electric (China) Co., Ltd. in 2010, hereinafter referred to as Schneider Electric Gas (China). Schneider Electric (China) has 2 R & D centers in China,6 logistics centers,22 factories and 900 Over 0 employees. From the company to now, the average annual growth rate is between 20% and 30%. In 2010, the sales of Schneider Electric (China) reached 1.2 billion yuan, an increase of 45% on a year-on-year basis, a 2% higher than the global average of 24% Although Schneider Electric (China) has a good performance over the past 20 years, it has developed further in the country First, the advantages of China's labour costs are being challenged by a growing number of developing countries, especially neighbouring countries, Indonesia, Vietnam, the Philippines, India with a much lower labour force than China, and, secondly, due to the world The cycle of the business cycle, as well as the pull of demand from emerging economies, in recent years the international raw material In the end, ABB and Siemens, the main competitor to Schneider Electric (China), have increased their investment and layout in China, and with the growth and expansion of local enterprises in China, all of us compete for a larger market share and lead to electric products The price war is becoming more and more intense and the competition is increasing. In the face of the growing problem of development, Schneider Electric The service transformation is started in the air. The construction of this product service system is based on the actual situation of the manufacturing enterprises, and through the adoption of various strategies (such as brand integration, enterprise merger, business outsourcing, etc.) The enhancement of the service function is realized. Schneider Electric integrates several brands into a "Schneider" brand through the unified brand strategy, which not only enhances the brand promotion effect but also brings the overall feeling and professional feeling of the solution to the customer; and through the domestic and foreign policy, the brand promotion effect also brings the overall feeling and the professional feeling of a solution to the customers, With the continuous M & A of the relevant enterprises, Schneider Electric (China) has rapidly expanded the market in many relevant fields, and the implementation of the overall solution It provides a solid foundation for the product. It's not only the development of the product market but also the service market, is a characteristic of its service transformation, which makes the products and services a kind of benign interaction; the non-core business is outsourced, and its resources are concentrated in providing the customer with the section can be used on the product and the energy-saving service, The market competitiveness of the source industry. The transformation of the business model and the construction of the new product service system finally need to be completed by the person, and the human behavior is guaranteed. Therefore, the matching of the human resources and the enterprise strategy must be realized through the effective organization, and the rules The construction of Schneider Electric (China) to ensure the implementation of the strategy. Schneider Electric (China) ensures the smooth implementation of its transformation strategy through the transformation of the organizational model, which mainly includes the following: firstly, the consolidation of the departments, the concentration of the resources and the reduction of communication barriers in the implementation of the solution; and secondly, the creation of the "trunk>" Business Contract Ce nter ", regulate the business contract behavior and manage the risk of the whole contract execution period; and finally, the Schneider Electric China Council shall be formed by each BU and the President of China to share and coordinate the macro issues so as to keep China The business model, product service system and organization model are three important components of service transformation. By analyzing the successful experience of Schneider Electric (China) in these three aspects, it is proved that the transformation of manufacturing enterprise service transformation is A scientific choice and an inevitable trend. Only in the transformation of service, the manufacturing enterprise can get out of the quagmire of price competition and go to a broader "trunk>" b. At the same time, we hope to provide reference for the service transformation of Chinese domestic manufacturing enterprises, and hope that China's manufacturing enterprises will be able to run out of the national gate.
【学位授予单位】：首都经济贸易大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F416.6;F272

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