山东CQL有限公司竞争战略研究

发布时间：2019-05-23 23:25

【摘要】：在我国加大宏观经济调控和世界经济持续低迷的大环境下,我国工程机械行业出现了市场需求持续低迷、产能过剩、持续增长的库存压力、应收账款的压力和新进入者的不断涌现等诸多不确定性和不稳定性,市场竞争愈加激烈,工程机械产业的发展正处于关键的调整期和整合期。山东CQL有限公司是一个以装载机为主营业务的工程机械制造商,2008年成为美国CAT的全资子公司,作为CAT大中国战略的重要组成部分,该公司通过引进吸收CAT 6Sigma、CPS、TPM、5S管理及MQ12005质量管理等先进的管理模式,在企业管理方面得到了快速地提升。在产品研发和制造技术方面,依托母公司的技术优势,质量都得到了长足地提高。但是,受东西方文化的差异以及对中国工程机械市场的了解等诸多因素的影响,企业竞争战略出现了一些偏差,企业业绩提升缓慢。在此背景下,本文以山东CQL有限公司作为案例,在回顾和梳理战略管理理论、竞争战略理论、工程机械行业竞争战略相关研究文献的基础上,对其竞争战略的选择和实施进行了研究。首先,本文通过PEST模型和五力模型对山东CQL有限公司所面临的外部宏观环境、行业竞争态势、主要竞争对手等进行了综合分析,得出了山东CQL有限公司面临的机会有：政治环境稳定；国内经济环境优越,市场回暖的契机；文化环境呈多样性,更加和谐和包容；消费意识发生积极的变化,工程机械市场细分和需求呈多样性；技术环境相对成熟,配套体系相对健全；供应商讨价还价的能力相对较弱；部分竞争对手经营状况出现恶化。山东CQL有限公司面临的威胁是：行业竞争压力增大,装载机的市场份额下滑；部分竞争对手健康成长,并不断壮大；替代品挖掘机市场不断成长；潜在进入者的威胁；环保政策趋严。其次,本文通过对山东CQL有限公司的内部条件进行客观的评价,分析提出了相对与行业主要竞争对手具有的优势：优良的制造资源；雄厚的技术资源和知识资源；充足的生产能力；强大的创新能力；完善的抵御风险的财务能力；良好的品牌形象。同时也分析提出了存在的劣势：组织结构过于细分；营销能力不足；专业技术人员的比例低；高素质人才不足；企业文化建设有待加强；员工凝聚力、士气低落。然后,通过QSPM矩阵对山东CQL有限公司的竞争战略进行了定量分析,并做出了选择,结论认为集中于中高端市场的差异化战略是CQL公司的最佳选择,同时提出了一系列的实施途径：培育和提升营销能力,实施营销差异化；建立“以最终客户为中心,与CQL共同发展”的分销渠道目标,实现分销渠道的差异化；强化技术创新,实现产品差异化；积极参与社会活动和履行社会责任,实现企业形象差异化；积极推进可靠性工程,实现产品质量的差异化可持续性；实施专业化产品支持策略,实现服务的差异化；实施组织结构的优化,实现管理成本的降低。最后,结合竞争战略的实施要求和CQL公司的实际情况,提出了优化组织结构、战略实施的“一把手”工程、塑造创新型的企业文化、强化技术资源的整合与利用、营销渠道和营销能力的建设、可靠性工程的推广、完善成本的控制、加快信息化建设的步伐等一系列的保障措施,以确保竞争战略的顺利实施。本文采用理论与实践相结合的方式,运用竞争战略分析工具,选择了集中于中高端市场的差异化战略作为山东CQL有限公司的竞争战略并制定了相应的实施途径,同时,提出了山东CQL有限公司竞争战略实施的保障措施,对CQL有限公司建立差异化的竞争优势,扩大市场占有率,提升运营业绩具有积极意义。
[Abstract]:Under the great environment of China's macro-economic regulation and the sustained economic downturn of the world economy, China's engineering machinery industry has developed the stock pressure of the market demand, overcapacity and sustained growth. The pressure of accounts receivable and the continuous emergence of new entrants and other uncertainties and instability, the market competition is becoming more and more intense, and the development of the engineering machinery industry is in the key adjustment period and the whole period. Shandong CQL Co., Ltd. is an engineering machine manufacturer with loader as main business. In 2008, it became a wholly-owned subsidiary of CAT, as an important part of CAT China's strategy, which was introduced to absorb CAT 6 Sigma, CPS, TPM, The advanced management mode, such as 5S management and the quality management of MQ12005, has been rapidly promoted in enterprise management. In terms of product R & D and manufacturing technology, relying on the technical advantages and quality of the parent company, the quality has been greatly improved. However, influenced by the difference of the East-West culture and the understanding of China's construction machinery market, the enterprise's competition strategy has some deviation, and the enterprise's performance is improved slowly. In this background, this paper, taking Shandong CQL Co., Ltd as a case, studies the selection and implementation of the competition strategy on the basis of reviewing and combing the strategic management theory, the competition strategy theory and the competition strategy of the engineering machinery industry. First of all, this paper makes a comprehensive analysis of the external macro-environment, the industry competition situation and the main competitors faced by Shandong CQL Co., Ltd. through the PEST model and the five-force model, and draws the conclusion that the opportunity for Shandong CQL Co., Ltd. is: the political environment is stable; the domestic economic environment is superior, The opportunity to return to the market, the diversity of the cultural environment, the more harmonious and inclusive, the positive change of the consumption consciousness, the diversity of the construction machinery market segment and the demand, the relative maturity of the technology environment, the relative sound of the supporting system and the relatively weak bargaining power of the supplier; Some of the competitors' operating conditions have deteriorated. The threat faced by Shandong CQL Co., Ltd. is that the competition pressure of the industry is increased, the market share of the loader is declining, some of the competitors are healthy and growing, the market of the alternative excavator is growing, the potential entrants are threatened, and the environmental protection policies are tightened. Secondly, through the objective evaluation of the internal conditions of Shandong CQL Co., Ltd., this paper puts forward the advantages of the relative and the main competitors of the industry: the excellent manufacturing resources, the abundant technical resources and knowledge resources, the sufficient production capacity, and the strong innovation ability; Perfect financial ability against risk; good brand image. At the same time, it also analyzes the disadvantages of the present situation: the organization structure is too subdividing, the marketing ability is insufficient, the proportion of the professional technical personnel is low, the high-quality personnel are not enough, the construction of the enterprise culture is to be strengthened, the staff's cohesion and the morale are low. Then, through QSPM matrix, the competition strategy of Shandong CQL Co., Ltd. is quantitatively analyzed, and the selection is made. The conclusion is that the differentiation strategy of the middle and high-end market is the best choice for CQL, and a series of implementation approaches are put forward: the cultivation and promotion of marketing ability. Implement the differentiation of marketing; establish the target of distribution channel of the "Take the final customer as the center and develop with the CQL", realize the differentiation of the distribution channel, strengthen the technological innovation, realize the product differentiation, actively participate in the social activities and fulfill the social responsibility, realize the differentiation of the enterprise image, and actively promote the reliability engineering, Realize the differential sustainability of the product quality; implement the professional product support strategy and realize the differentiation of the service; implement the optimization of the organizational structure and realize the reduction of the management cost. Finally, in combination with the implementation requirements of the competition strategy and the actual situation of the CQL, the paper puts forward the "a handle" project of optimizing the structure and strategy of the organization, shaping the innovative enterprise culture, strengthening the integration and utilization of the technical resources, the construction of the marketing channel and the marketing capacity, The extension of the reliability project, the control of the perfect cost, the step of speeding up the information construction, and so on, to ensure the smooth implementation of the competition strategy. In this paper, by combining the theory and practice, the competitive strategy analysis tool is applied to select the differentiation strategy focused on the medium and high-end market as the competition strategy of Shandong CQL Co., Ltd. and set up the corresponding implementation approach, and at the same time, This paper puts forward the guarantee measures for the competition strategy implementation of Shandong CQL Co., Ltd., and it has positive significance to the establishment of the differentiated competitive advantage, the expansion of the market share and the promotion of the operation performance of CQL Co., Ltd.
【学位授予单位】：山东大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F272;F426.4

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