Z公司竞争战略研究

发布时间：2019-01-08 20:11

【摘要】：本文的主要研究对象为中国集成通讯方案提供商z公司,其中主要涉及通讯相关行业。Z公司的客户包括了政府、企业、运营商和大众消费者等,产品则覆盖有通讯相关的设备、终端、软件、服务以及全面的通讯解决方案等。 2011年前三季度,Z公司实现营业收入582.85亿元人民币,同比增长26.53%；净利润为10.69亿元人民币,同比下降21.51%。虽然Z公司的业务在逐年上升,但近几年国际通讯行业竞争日趋激烈,竞争手段也是五花八门。从“将专利进行到底”的诉讼大战到不断上演的“瘦身”比拼,战场遍及各个层面,无不精彩绝伦。2009年,加拿大百年通讯元老“北电”(北方电讯Northern Telecom Limited)申请破产,通讯相关的事业部随后被爱立信等厂商瓜分。2010年,摩托罗拉因业绩和利润大幅下滑,不得不将大部分无线网络部门的基础设施和资产卖给诺基亚-西门子(Nokia-Siemens),才得以“保全性命”。目前Z公司位列全球五大通讯设备厂商第五位,如何巩固并发展Z公司自身优势,如何在恶劣的竞争环境中立于不败之地并持续扩大市场,是本文的主要课题。与Z公司相比,同为中国公司的对手华为(全球五大通讯设备厂商第二位)的成功似乎有着更多的偶然性。如果说华为是“天才学生”的话,那么Z公司更像位普通的优等生,其公司的经营模式和发展战略更值得让其它公司借鉴,这也是为何选择Z公司作为本文主角的主要原因。本文先回顾了战略理论发展历程及理论分支,以便为Z公司的竞争战略研究提供了理论基础。然后再用PEST分析法对Z公司的宏观环境进行分析,应用“五力模型”对Z公司的行业竞争环境进行分析。同时还对Z公司的内部资源和能力,应用“价值链”和SWOT工具进行分析,理出了Z公司的竞争优势和劣势以及外在环境变化带来的发展机会和威胁,并提出了适合z公司未来发展的竞争战略建议和战略实施的五条保障措施,为z公司赢得竞争优势提供了可行思路,同时为其它企业提供一种可借鉴的经验。
[Abstract]:The main research object of this paper is Z Company, a provider of integrated communication solutions in China, which mainly involves telecommunications related industries. The customers of Z Company include the government, enterprises, operators and consumers, etc. Products cover communications related devices, terminals, software, services and comprehensive communication solutions. In the first three quarters of 2011, Z recorded revenue of 58.285 billion yuan, an increase of 26.53 yuan, and net profit of 1.069 billion yuan, down 21.51 yuan from the same period last year. Although the business of Z Company is rising year by year, the competition of international communication industry is becoming increasingly fierce in recent years, and the means of competition are also various. From the "patent to the end" litigation battle to the ongoing battle to "slim down", the battlefield has spread all over the world. In 2009, Canada's century-old communications veteran, Nortel, filed for bankruptcy (Nortel Northern Telecom Limited). The communications division was then carved up by manufacturers such as Ericsson. In 2010, Motorola was forced to sell most of its wireless network infrastructure and assets to Nokia Nokia-Siemens because of a sharp decline in earnings and profits. To "save one's life". At present, Z Company ranks fifth among the five biggest communication equipment manufacturers in the world. How to consolidate and develop Z Company's own advantages, how to stand in an invincible position in a bad competitive environment and continue to expand the market, is the main topic of this paper. The success of Huawei, its Chinese rival, the world's second largest telecommunications equipment maker, appears to be more fortuitous than that of Z. If Huawei is a "gifted student", then Z Company is more like an ordinary top student, and its business model and development strategy are worth learning from other companies, which is the main reason why Z Company is chosen as the main character of this article. This paper reviews the development of strategic theory and its branches in order to provide a theoretical basis for the study of competitive strategy of company Z. Then PEST analysis is used to analyze the macro environment of Z Company, and the five Forces Model is used to analyze the competition environment of Z Company. At the same time, the internal resources and capabilities of Z Company are analyzed by using "value chain" and SWOT tools, and the competitive advantages and disadvantages of Z Company as well as the development opportunities and threats brought by the change of external environment are analyzed. The paper also puts forward the suggestion of competitive strategy suitable for the future development of Z Company and five safeguard measures for the implementation of the strategy, which provides a feasible way of thinking for z Company to win the competitive advantage, and provides a kind of experience for other enterprises to use for reference at the same time.
【学位授予单位】：山东大学
【学位级别】：硕士
【学位授予年份】：2012
【分类号】：F426.6

【共引文献】