TJOL公司电动汽车竞争战略研究

发布时间：2018-02-14 03:00

本文关键词： 电动汽车竞争战略成本领先战略差异化战略　出处：《山东理工大学》2014年硕士论文　论文类型：学位论文

【摘要】：市场经济形势下，企业的发展和壮大离不开竞争，竞争并不是盲目和自发的。企业要在竞争中获得竞争优势，竞争战略的选择显得尤其重要。企业依据面临的外部环境和内部环境，确定企业的竞争战略。明确企业的宗旨和目标，确定采取的具体措施和步骤。本课题以TJOL电动汽车作为研究对象，以波特为代表的结构学派竞争理论作为理论研究依据，分析了TJOL电动汽车竞争战略的选择。本课题从竞争战略基本理论分析入手，对波特的三种竞争战略：成本领先战略、差异化战略和集中化战略进行了阐述；对竞争战略工具波特五力模型进行了分析。在理论指导下，分析了TJOL电动汽车所面临的政治、经济、社会和技术环境；分析了TJOL电动汽车外部环境遇到的机遇和威胁，内部环境面临的优势和劣势。其中对外部环境进行了量化分析，得出了TJOL电动汽车能够较好的面对外来的威胁和挑战。通过公司面临的内外环境分析，得出TJOL电动汽车应该采用的具体竞争战略为总体成本领先战略和部分重点产品差异化的战略。战略的实施面临的风险，在防范风险时，提出了战略联盟的设想。作为规模不大、研发资金并不充裕的中心企业来讲，技术的不断革新，设备的折旧和淘汰，将是TJOL电动汽车有限公司在发展中面临的难题和瓶颈。加入现有的战略联盟和与其他竞争对手成立新的战略联盟将企业发展的发展方向。竞争战略的顺利实施，需要对企业有可能面临的风险进行控制。战略实施本身有风险，需要对成本进行控制，并保持技术领先；技术更新中引起的财务紧张和设备折旧，也是企业需要解决的难题；宏观经济环境不容乐观，对企业的发展造成很大的影响，规避风险，扩大销量。解决这些问题，才能使企业赢得竞争优势。本课题以管理学、市场营销学相关理论作为依据，运用了PEST(Politic analysis、Economics analysis、Society analysis、Technology analysis)分析法，分析了TJOL电动汽车面临的外部环境；运用SWOT(Strength、Weakness、Opportunity、Threat)分析法对企业的机遇、威胁、优势、劣势进行了进一步阐述。运用波特五力模型分析了TJOL电动汽车面临的行业内的竞争环境，，包括了产业竞争者、购买者、供应商、新加入者和替代品和服务的威胁。对行业外部的竞争威胁和机遇，采用了EFE矩阵，赋予权重，获得了比较准确的TJOL面对外部环境时的数据。通过研究TJOL电动汽车的内外部环境，对电动汽车业务的发展做出了竞争战略选择，同时指出了TJOL电动汽车的发展现状和有可能面临的发展风险，风险的控制和企业内部结构、问题的解决，成为TJOL电动汽车战略实施成败的关键。研究为TJOL电动汽车有限公司战略的选择和实施，提供了可行性的方案，为TJOL电动汽车业务发展提供一定的理论依据和参考。
[Abstract]:Under the situation of market economy, the development and growth of enterprises can not be separated from competition. Competition is not blind and spontaneous. Enterprises should gain competitive advantages in competition. The choice of competitive strategy is especially important. According to the external and internal environment, the enterprise determines its competitive strategy. This paper takes TJOL electric vehicle as the research object and the structural school competition theory represented by Porter as the theoretical basis to analyze the choice of the competition strategy of TJOL electric vehicle. Based on the analysis of the basic theory of competition strategy, this paper expounds Porter's three competitive strategies: cost leading strategy, differentiation strategy and centralization strategy; Under the guidance of theory, the political, economic, social and technological environment of TJOL electric vehicle is analyzed, and the opportunities and threats to the external environment of TJOL electric vehicle are analyzed. The advantages and disadvantages of the internal environment. Among them, the quantitative analysis of the external environment, the conclusion is that TJOL electric vehicles can better face the external threats and challenges. Through the internal and external environment analysis of the company, It is concluded that the specific competitive strategy that TJOL electric vehicle should adopt is the overall cost leading strategy and the strategy of differentiation of some key products. The risks faced by the implementation of the strategy are put forward in the course of preventing the risks. As the scale is not large, the paper puts forward the idea of strategic alliance. For central enterprises that do not have sufficient R & D funds, technological innovation, depreciation and elimination of equipment, Joining the existing strategic alliance and establishing a new strategic alliance with other competitors will lead to the development direction of the enterprise and the smooth implementation of the competitive strategy. It is necessary to control the risk that the enterprise may face. The implementation of the strategy has its own risks, it needs to control the cost and keep the technology leading, the financial tension and the depreciation of the equipment caused by the technology renewal are also the difficult problems to be solved by the enterprise. The macroeconomic environment is not optimistic, which has a great impact on the development of enterprises, avoiding risks and expanding sales volume. Only by solving these problems can enterprises win competitive advantages. Based on the relevant theories of management and marketing, this paper analyzes the external environment that TJOL electric vehicles are facing by using PEST(Politic analysis analysis method, and analyzes the opportunities, threats and advantages of TJOL electric vehicles by means of SWO analysis method, which is based on the related theories of management and marketing, and analyzes the opportunities, threats and advantages of TJOL electric vehicles by using the SWO analysis method, which is based on the relevant theories of management and marketing, and analyzes the external environment faced by TJOL electric vehicles, and uses the SWO analysis method to analyze the opportunities, threats and advantages of the enterprises. Using Porter's five-force model to analyze the competitive environment in TJOL electric vehicle industry, including industry competitors, buyers, suppliers, New entrants, substitutes and threats of service. The EFE matrix is adopted for the external competition threats and opportunities of the industry, and the weight is given to obtain more accurate data of TJOL when facing the external environment. By studying the internal and external environment of TJOL electric vehicle, this paper makes a competitive strategy choice for the development of electric vehicle business. At the same time, it points out the current situation of TJOL electric vehicle development and the possible development risks, risk control and internal structure of the enterprise. The solution to the problem becomes the key to the success or failure of the TJOL electric vehicle strategy implementation. The research provides a feasible scheme for the selection and implementation of the strategy of the TJOL Electric vehicle Co., Ltd. and provides a certain theoretical basis and reference for the development of the TJOL electric vehicle business.
【学位授予单位】：山东理工大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F271;F426.471

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