A工程机械股份有限公司发展战略研究

发布时间：2019-04-09 06:55

【摘要】：在过去的20多年间,中国工程机械市场发生了如"过山车"般的巨变:20世纪90年代起本土工程机械开始群体发力,将混凝土机械、吊装机械、环卫机械等领域各个击破,逐渐实现了由外资品牌占据八成市场到本土品牌占据八成市场的"倒挂";50%左右的营收年复合增长率也造就了一批如中联重科、三一重工和徐工集团等国际化大型工程机械企业。但自2008年起,世界金融危机与中国政府"四万亿"经济刺激一揽子计划向撞击,中国工程机械市场由于受到极为严重的信息误导而长期处于产能严重过剩状态。此后,政府虽发布多项产业振兴政策,但目前看来市场尚未明显恢复。作为一家本土第二梯队工程机械厂商,A公司须要重新思考自身发展战略,积极求变、前瞻布局。本文以多种战略管理理论为基础,综合采用PEST分析法、价值链分析法、SCP模型、关键成功要素分析、五力竞争模型、SWOT分析法等经典分析方法和工具,基于工程机械行业的结构和特点,结合A公司内部资源与能力,分析了 A公司业务发展的优劣势以及机会威胁,对A公司产品规划、目标市场选择、经营模式变革等议题进行探讨,确立了其发展战略,并制定了相应的保障措施以推进战略落地。全文共分为引言、理论基础与文献综述、战略环境分析、战略制定、战略保障和结论等六个部分。
[Abstract]:In the past 20 years or so, China's construction machinery market has undergone tremendous changes like "roller coasters": since the 1990s, local construction machinery has begun to work in groups, breaking down concrete machinery, lifting machinery, sanitation machinery, and other fields. Gradually realized from foreign brands occupied 80% of the market to local brands occupied 80% of the market "upside down"; About 50% of the annual compound growth rate of revenue has also resulted in a number of international large-scale construction machinery enterprises, such as Zhonglian heavy Branch, Sany heavy Industry and Xugong Group. But since 2008, the world financial crisis has hit the Chinese government's "4 trillion" stimulus package, and China's construction machinery market has been seriously overcapacity for a long time because it has been misled by extremely serious information. Since then, the government has issued a number of industrial revitalization policies, but at present it appears that the market has not significantly recovered. As a local second echelon construction machinery manufacturer, A company needs to rethink its own development strategy, actively change, forward-looking layout. Based on a variety of strategic management theories, this paper adopts classical analysis methods and tools such as PEST analysis, value chain analysis, SCP model, key success factor analysis, five-force competition model, SWOT analysis and so on. Based on the structure and characteristics of the construction machinery industry, combined with the internal resources and capabilities of Company A, this paper analyzes the advantages, disadvantages, opportunities and threats of the business development of Company A, as well as the product planning and target market selection for Company A. Business model reform and other issues are discussed, its development strategy is established, and corresponding safeguard measures are formulated to promote the strategic landing. The paper is divided into six parts: introduction, theoretical basis and literature review, strategic environment analysis, strategic formulation, strategic guarantee and conclusion.
【学位授予单位】：北京交通大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F426.4;F272

【参考文献】