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电冰箱企业战略分析.doc
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电冰箱企业战略分析
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摘 要
通过对中国电冰箱行业的系统描述,并依据市场势力对该行
业中各企业进行归类分析,本文对在位企业的战略问题进行了研
究。
首先,文章对产品及行业作出讲明,描述了行业的进展变迁
和所处的产业生命周期,从需求角度对电冰箱市场的现状和变化
趋势作出推断,对电冰箱产业结构的现状和趋势进行研究,并从
市场行为中找出依据;其次,描述了在位企业的变迁,对在位企
业进行分类和评估,揭示在位企业不同的市场势力;然后在产业
环境扫描的基础上,讨论了一般性战略问题和在位企业所面临的
专门性战略问题,并给出了各类在位企业进行战略选择的总体框
架和可能性匹配,指出了阻碍战略选择的其他因素(这是本文的
重点);最后,在对战略实施所作的考虑中,指出创新力是实施
过程中的驱动因素,论述了各类在位企业的着力点和提高实施绩
效的三个普适性的基准。
文章的结论是:第一,在过去的五年(1998-2002),中国电
冰箱行业结构发生了明显的变化,这能够从市场价格、广告投入
和新产品市场贡献中找到证据。行业处于从趋于松散到再次走向
紧密的震荡时期,在以后三到五年,行业将会接着处于消耗战之
中。在位企业如何审时度势,调整现有的战略部署,选择以后的
战略进展方向极为关键。中国电冰箱行业处在产业成熟的早期时
期,企业应利用世界家电制造中心向中国转移这一契机积极从事
市场的拓展和渗透;第二,留守企业应提高产品的适用性差异、
强调回归主业和重视行业整合带来的波动,识不竞争对手的行动。
至于弱势企业,应及早考虑退出策略;第三,企业应审视价值链
中各环节的状态,围绕各类企业在战略选择框架中的可能性匹配,
找准实施的着力点,利用杠杆效应,作出正确的调整,从而获得
中意的实施绩效。同时,学习和运用带有普遍性的工具和方法,
推动本企业在日常工作每个细小环节中的改善,建立自适应和自
动力系统,追求卓越,是治理者在战略执行中的第一要义。
规划出显性的企业战略,在产业舞台上追求一种理想的竞争
地位,是企业巩固和提升绩效的重要课题。利用本文,能够使企
业治理决策层从产业组织的视角把握行业的动向,认清企业所处
的位置,认识现实的各项策略行为的合意性,并沿着清晰合理的
竞争和进展战略对其进行调适。同时,本文为整个家电产业集群
中的在位企业选择与实施以后战略提供了一种系统考虑的模式。
3 / 207
【关键词】 电冰箱行业;战略治理;战略选择;战略实施
Abstract
Based on the description of industry and analysis
for each sorted industrial enterprise group, the
purpose of this thesis is to make a study of strategic
issues for enterprises of Chinese refrigerator
industry.
The structure is,
Chapter 1 introduces on products, splits the
history of China’s refrigerator industry into 6
developed phases and defines its stage in industrial
life cycle. Chapter 2 looks into the market situation
and perspective, the industrial structure and conduct.
Chapter 3 is a study for describing the change of
industrial enterprises, sorting them by market power
and evaluating each sorted group through competitive
profile matrix (CPM). After environment scanning with
Porter’s five-force model and external factor
evaluation matrix (EFE), Chapter 4 talks about both the
normal and the special strategic features, then offers
related countermeasures. The overall strategy choice
frame and the possible matching combination are also
stressed in this sector. Chapter 5 deals with strategy
implementation issue. In comparison with enterprises’
strategic choice combination, the author gives the key
points for each group. And the author mentions 3
dimensions as a cube to achieve satisfied performance.
The main conclusions are,
First,with the significant shake of the industrial
structure in the past 5 years (1998-2002), the market
power of each enterprise changed a lot, which can be
observed by market price, advertisement fee and the
annual contribution of the new models. Instead of the
loose CRn trend, it would concentrate again. The
industry is located in the primary position of the
5 / 207
mature stage in the industrial life cycle. The
destination of the 4th world home appliance shifting is
China.The enterprises should further strengthen on
rational strategy thinking and take intensive market
development and penetration. Second,besides of taking back
to basic strategy and keeping a close watch on
industrial integration, improving products
diversification is compulsory. For the enterprises with
weak market power, the exit strategy should be taken as
soon as possible. Third, strategy implementation can be
regarded as a level. Vital few factors concerning its
competitive strength and weakness should be paid more
attention in order to achieve competitive advantages.
Underlying the innovation engine, three powerful
methods and tools, pursuing lean and agile rivalry,
digitization management and total quality management
(TQM) can be executed in this stage.
For each enterprise, the strategy is the key to
access its mission and vision. The thesis can not only
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