森本防爆电器（上海）有限公司竞争战略研究

发布时间：2019-06-26 15:37

【摘要】：随着中国工业经济的快速、持续发展,工业照明灯具的需求持续增加,为工业照明灯具企业的迅速发展提供了良好的环境。中国防爆电器产品是从20世纪50年代初开始生产,至今已经历了50多年的发展历程,在取得一定发展优势的同时面临着越来越激烈的竞争。森本防爆电器(上海)有限公司成立于2005年,主要从事工业照明产品的设计研发、大规模制造及现代化服务,至2013年12月,公司在中国大陆地区的产品用户数达2000多个,公司国内销售中心已经在中国大陆成立了九个销售大区,共设52个服务中心以满足对客户的售前、售中、售后服务。如何在经济全球化趋势中取得竞争优势,在未来获得更加长足稳定的发展是公司始终面临的重要问题。本文从中国工业照明灯具行业的发展现状及未来展望出发,对公司的外部环境进行分析和论述,并分析公司目前生产经营状况、技术实力、内部结构、员工构成等内部环境因素,结合波特五力竞争模型、内外部因素评价矩阵分析、SWOT分析等管理工具,对公司面临的发展机遇和挑战、竞争的优势和劣势进行分析和讨论,并对企业重新定位,为公司提出具有针对性和前瞻性的竞争战略。最后,结合公司实际本文提出森本公司应采取集中差异化战略,加快产品和服务创新,在维护老用户的同时,积极开拓新的目标群体,提高市场占有率,使公司获得新的竞争优势。
[Abstract]:With the rapid and continuous development of China's industrial economy, the demand of industrial lighting fixtures has been continuously increased, providing a good environment for the rapid development of industrial lighting lamps and enterprises. China's anti-explosion electrical products have been produced from the beginning of the 1950s and have experienced more than 50 years of development. Sunburn Explosion-proof Electrical Apparatus (Shanghai) Co., Ltd. was established in 2005, mainly engaged in the design and development of industrial lighting products, large-scale manufacturing and modern service. By December 2013, the company has more than 2,000 products in the mainland of China. The domestic sales center of the company has set up nine sales regions in the mainland of China, and has set up 52 service centers to meet the pre-sales, sales and after-sales service of the customers. How to gain the competitive advantage in the trend of economic globalization is the important problem that the company always faces in the future. Based on the current situation of China's industrial lighting industry and the future, this paper analyzes and discusses the external environment of the company, and analyzes the internal environment factors such as the current production and operation status, technical strength, internal structure and staff composition of the company, and combined with the Porter's five-force competition model. The management tools such as the internal and external factors evaluation matrix analysis and the SWOT analysis are used to analyze and discuss the development opportunities and challenges of the company, the advantages and disadvantages of the competition, and to re-position the enterprises, and put forward a targeted and forward-looking competition strategy for the company. Finally, combining with the company's practice, the company should adopt a centralized differentiation strategy, accelerate the product and service innovation, while maintaining the old users, actively explore the new target group, improve the market share, and make the company obtain the new competitive advantage.
【学位授予单位】：大连理工大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F272;F426.6

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