A公司印度电力设备市场竞争策略研究

发布时间：2018-02-27 12:41

本文关键词： 印度电力设备市场 SWOT分析本土化策略差异化策略　出处：《山东大学》2014年硕士论文　论文类型：学位论文

【摘要】：目前在印度电力设备市场,诸如Alstom、ABB、Siemens和GE等世界500强跨国电力公司,已率先成功实现了国际化经营,并在市场中处于领导地位。而中国的电力设备企业,与国际竞争对手相比,在国际竞争力方面还存在较大差距。在电力设备制造业的子行业——除灰设备制造业中,A公司基于在国内市场的领导地位,近年来主要通过作为中国大型EPC承包商的分包商进入印度市场,而直接给印度客户供货的比例很小。因此,A公司要实现国际化经营,提升在印度市场的国际竞争力,扩大在印度市场的市场份额,分析研究其印度电力设备市场的竞争策略就变得至关重要。本论文研究目的即在于系统分析和全面研究作为我国电站除灰设备制造业企业代表的A公司如何参与印度电力设备市场竞争,并提出A公司印度电力设备市场竞争的策略选择和实施方案,为提高A公司的除灰设备在印度电力市场上的份额提供有效保证。通过对A公司印度电力设备市场竞争策略的分析和研究,可以将所学的战略管理、管理学的有关理论和方法学以致用,制定A公司印度电力设备市场的竞争策略选择和实施方案,提升A公司竞争力,为A公司管理层的战略决策提供依据,同时为国内的电力设备制造业参与印度电力设备市场竞争提供可借鉴的途径和方法,这也正是本论文的研究意义和价值之所在。本论文以战略管理、管理学的市场竞争策略等有关理论为指导,结合A公司印度电力设备市场竞争的国际化进程,以理论分析和实践应用相结合的方式,深入分析了企业印度电力设备市场竞争面临的挑战和问题,并通过SWOT分析、波特五力分析模型、差异化竞争多种战略分析工具与方法,对A公司印度电力设备市场竞争的内、外部环境和竞争力进行分析,找出A公司印度电力设备市场竞争所面临的有利和不利因素、资源优势与劣势,得出本论文的主要结论,即参与印度电力设备市场竞争是A公司扩大印度市场份额、国际化经营的必然选择；A公司印度电力设备市场竞争的印度市场本地化策略、高端市场策略和差异化策略三种竞争策略选择是可行的；通过采取思路全球化、行动本地化、核心技术、产品差异化和服务差异化等三种实施对策；并从组织能力、人力资源和执行力等三个方面作为实施保障来实施这三种竞争策略,A公司扩大印度电力设备市场份额和国际化经营的战略目标就一定能够实现。本论文第一次从中国中小企业的研究视角,以作为供应商直接出口设备到印度的模式,就中国中小企业在印度电力设备细分市场的竞争策略进行分析和研究,具有研究的创新性,因而本论文的研究对于国内其它即将或正在实施“走出去”战略的相关企业也具有一定的借鉴意义和参考价值。
[Abstract]:At present, in the Indian power equipment market, some of the world's top 500 multinational power companies, such as Alstomour ABBX Siemens and GE, have taken the lead in the successful implementation of international operations and are in a leading position in the market. There is still a big gap in international competitiveness. In the sub-industry of power equipment manufacturing, in the ash removal equipment manufacturing industry, Company A is based on its leading position in the domestic market. In recent years, it has mainly entered the Indian market as a subcontractor of China's large EPC contractor, and the proportion of direct supplies to Indian customers is very small. Therefore, Company A wants to achieve international operations and enhance its international competitiveness in the Indian market. It is very important to expand the market share in India and analyze the competitive strategy of the Indian power equipment market. The purpose of this thesis is to systematically analyze and comprehensively study how company A, which is the representative of China's power plant ash removal equipment manufacturing enterprise, participates in the competition of Indian power equipment market. At the same time, the paper puts forward the strategy choice and implementation scheme of Indian electric equipment market competition of A company. In order to improve A company's ash removal equipment in the Indian electricity market share to provide an effective guarantee. Through the analysis and research of A company's Indian power equipment market competition strategy, we can learn the strategic management, The relevant theories and methods of management are applied to make the competitive strategy selection and implementation scheme of the Indian power equipment market of company A, to enhance the competitiveness of company A, and to provide the basis for the strategic decision of the management of company A. At the same time, it provides the way and method for the domestic power equipment manufacturing industry to participate in the competition of Indian power equipment market, which is the significance and value of this paper. This paper is guided by the theories of strategic management, market competition strategy of management, combined with the internationalization process of Indian power equipment market competition of A Company, and combines the theoretical analysis with the practical application. This paper deeply analyzes the challenges and problems faced by the Indian electric power equipment market competition of enterprises, and through SWOT analysis, Porter's five-force analysis model, and various strategic analysis tools and methods of differentiated competition, the paper focuses on the competition in the Indian power equipment market of A Company. Based on the analysis of external environment and competitiveness, this paper finds out the favorable and unfavorable factors, resource advantages and disadvantages faced by Indian power equipment market competition of A Company, and draws the main conclusions of this paper. That is to say, to participate in the competition of Indian power equipment market is to enlarge the Indian market share of company A, and the inevitable choice of international operation is the localization strategy of Indian market for Indian electric equipment market competition of company A. It is feasible to choose the three competitive strategies of high-end market strategy and differentiation strategy, through adopting three kinds of countermeasures: globalization of thinking, localization of action, core technology, product differentiation and service differentiation, and organization ability. The three aspects of human resources and executive power as the implementation guarantee to implement these three competitive strategies A company to expand the market share of Indian power equipment and international operation will be able to achieve the strategic objectives. This paper is the first time to analyze and study the competitive strategies of Chinese SMEs in the Indian power equipment market from the perspective of Chinese SMEs as a model of direct export of equipment to India. Therefore, the research of this paper has certain reference significance and reference value for other domestic enterprises that are about to or are implementing "going out" strategy.
【学位授予单位】：山东大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F271;F416.61

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