F公司的競(jìng)爭(zhēng)戰(zhàn)略研究
發(fā)布時(shí)間：2019-07-02 13:30
【摘要】：新中國(guó)的成立，工業(yè)產(chǎn)業(yè)化的不斷深入，我國(guó)的科學(xué)技術(shù)發(fā)展也有了長(zhǎng)足的發(fā)展，中國(guó)的OEM生產(chǎn)方式經(jīng)過這長(zhǎng)達(dá)30多年的發(fā)展，也逐漸開始走向成熟。中國(guó)現(xiàn)代化經(jīng)濟(jì)的崛起，讓一批生產(chǎn)制造企業(yè)擺脫了舊有的生產(chǎn)制造附加值不高、價(jià)格便宜產(chǎn)品的勞動(dòng)密集型的企業(yè)形象，開始向價(jià)值鏈更高一級(jí)的方向轉(zhuǎn)移，其中有些企業(yè)甚至已經(jīng)帶著自有品牌和自己的產(chǎn)品進(jìn)軍國(guó)際市場(chǎng)，并且斬獲不菲。和20世紀(jì)的臺(tái)灣、日本、韓國(guó)的發(fā)展經(jīng)歷相似，目前中國(guó)的代工企業(yè)正處于企業(yè)轉(zhuǎn)型發(fā)展時(shí)期，很多企業(yè)正在積極尋找辦法促進(jìn)產(chǎn)品出口，期望能夠走出國(guó)門，特別是在微電子、汽車等領(lǐng)域，我國(guó)相當(dāng)一部分企業(yè)己成為國(guó)際市場(chǎng)的有力角逐者。比如說海爾，中興，華為等。但是情況也不是很樂觀，畢竟大企業(yè)只是少數(shù)，對(duì)于我們中國(guó)這地廣人多的國(guó)家來說，我們國(guó)家有很多的代工企業(yè)還是存在缺乏核心競(jìng)爭(zhēng)優(yōu)勢(shì)，利潤(rùn)及其微薄，沒有自主知識(shí)產(chǎn)權(quán)的問題，缺乏核心技術(shù)，往往陷入受制于外資委托方的困境，缺乏企業(yè)的持續(xù)發(fā)展能力。怎么樣來解決這一問題呢，只有認(rèn)清自己，認(rèn)證的剖析自己，看到自己的所處的內(nèi)部外部環(huán)境，看到自己發(fā)展的優(yōu)劣勢(shì)力，找出一條適合自身企業(yè)發(fā)展的清晰思路，認(rèn)真徹底的實(shí)施，才有可能走出困境，迎來企業(yè)未來發(fā)展的春天。F公司是一家非常典型的OEM企業(yè)，這是一家專業(yè)從事電腦、通訊、消費(fèi)電子、汽車零組件、通路等新興科技含量產(chǎn)業(yè)的高科技企業(yè)。 本文以F公司為例，從這樣三個(gè)方面進(jìn)行研究，一是針對(duì)目前我國(guó)目前OEM企業(yè)的發(fā)展特征進(jìn)行分析；二是通過F公司分析OEM企業(yè)，用SWOT方法對(duì)F公司進(jìn)行實(shí)證研究；三是在研究F公司的發(fā)展戰(zhàn)略之后，怎樣找到其他OEM企業(yè)的發(fā)展途徑，為其他企業(yè)的發(fā)展提供一點(diǎn)有用要素。首先，，本論文從經(jīng)濟(jì)大環(huán)境入手，對(duì)我國(guó)OEM企業(yè)所處背景做綜合性分析，明確了OEM企業(yè)發(fā)展的必需性。其次，對(duì)影響F公司戰(zhàn)略決策的外部因素進(jìn)行分析，其中包括企業(yè)外部環(huán)境以及內(nèi)部條件，前者是指與F公司發(fā)展戰(zhàn)略相關(guān)的微觀和宏觀環(huán)境因素，后者包括F公司內(nèi)部的優(yōu)勢(shì)與劣勢(shì)，它是F公司實(shí)施戰(zhàn)略的內(nèi)在決定因素。F公司作為這樣一個(gè)特殊的企業(yè)，他的成功或許復(fù)制，但是，對(duì)于正在走OEM道路上的中國(guó)企業(yè)，是很有必要去分析并研究F公司的，研究他們做為自身企業(yè)的發(fā)展戰(zhàn)略。 本文選擇有別于大多數(shù)只針對(duì)于行業(yè)老大進(jìn)行選題的研究，將大多數(shù)人并不是很清楚地一種制造業(yè)模式EMS展現(xiàn)在人們面前，回顧其在成長(zhǎng)歷程中所經(jīng)歷的成功與挫折，分析現(xiàn)階段問題背后產(chǎn)生的本質(zhì)原因，試圖經(jīng)過分析為企業(yè)制定適合發(fā)展的道路,本文并沒有選擇本土企業(yè)做為切入點(diǎn)，有別于其它相關(guān)類似文獻(xiàn)只研究本土企業(yè)只分析本土企業(yè)的局限性，在日益全球化的競(jìng)爭(zhēng)中,本文挑選外資企業(yè)作為切入點(diǎn)，更具有行業(yè)代表性,更能為本土企業(yè)走向全球化帶來更多的啟發(fā)。本文試圖通過對(duì)代工企業(yè)的分析在前人的基礎(chǔ)上更明確代工企業(yè)未來的發(fā)展方向，試圖為本土電子產(chǎn)業(yè)的發(fā)展提供一些發(fā)展策略！
[Abstract]:The establishment of the new China and the deepening of industrial industrialization have made great progress in the development of science and technology in China. The rise of China's modern economy has allowed a group of manufacturing enterprises to get rid of the old production and manufacture the labor-intensive enterprise image with low added value and low price, and start to shift to the higher level of the value chain, Some of these companies have even entered the international market with their own brand and their own products, and are not expensive. The development experience of Taiwan, Japan and Korea in the 20th century is similar. At present, Chinese representative enterprises are in the period of enterprise transformation and development. Many enterprises are actively looking for ways to promote the export of products, and it is expected to be able to walk out of the national gate, especially in the fields of microelectronics, automobiles and the like. A considerable part of our country has become a strong player in the international market. Such as Haier, ZTE, Huawei and so on. But the situation is not very optimistic, after all, the big enterprise is only a few, for the vast majority of the country in China, many of our country have a lot of foundry enterprises or there is a lack of core competitive advantage, profit and its meager, there is no problem of independent intellectual property right, the lack of core technology, It is often caught in the dilemma of the client of the foreign capital, and lacks the continuous development ability of the enterprise. How to solve this problem, only to recognize oneself, to analyze oneself, to see oneself in the internal external environment, to see the good and bad influence of oneself development, to find a clear idea suitable for the development of its own enterprise, to carry out the thorough and thorough implementation, it is possible to get out of the predicament, To usher in the spring of the enterprise's future development. F is a very typical OEM enterprise, which is a high-tech enterprise that is specialized in computer, communication, consumer electronics, automotive zero components and access. This paper, taking the F Company as an example, studies the development characteristics of the current OEM enterprises in our country. The second is to analyze the OEM enterprises by the F Company, and to carry out the empirical research on the F companies by using the SWOT method, and the third is to study the development strategy of the F Company. After that, how to find the other OEM business development approach, provide a little useful to the development of other enterprises First of all, this paper starts with the economic environment, and makes a comprehensive analysis of the background of the OEM enterprises in China, and defines the necessity of the development of the OEM enterprises. . Secondly, the external factors that influence the strategic decision of the F Company are analyzed, including the external environment of the enterprise and the internal conditions, the former refers to the micro and macro environmental factors related to the development strategy of the F Company, which includes the advantage and the inferior in the F company. Potential, it is the inner decision of the F Company's implementation strategy As a special enterprise, the company's success may be duplicated, but for Chinese companies that are on the way to the OEM road, it is necessary to analyze and study the F companies to study the development war they do for their own businesses The choice of this article is different from most of the research that focuses on the industry's boss, and most of the people are not clearly a manufacturing mode, EMS, in front of the people, looking back on their success in the course of their growth On the basis of the setback and the analysis of the intrinsic reason behind the present problems, this paper attempts to make the way for the enterprise to make a suitable development. This paper does not select the local enterprise as the entry point, and it is different from other relevant similar documents to study the local enterprises only The limitation, in the increasingly globalized competition, the article chooses the foreign-capital enterprise as the entry point, more has the representative of the industry, more can bring more to the local enterprise to the globalization bring more This paper tries to provide some development for the development of the local electronic industry by analyzing the future development direction of the OEM enterprises by the analysis of the OEM enterprises.
【學(xué)位授予單位】：上海外國(guó)語大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F272;F276.44
本文編號(hào)：2508972
[Abstract]:The establishment of the new China and the deepening of industrial industrialization have made great progress in the development of science and technology in China. The rise of China's modern economy has allowed a group of manufacturing enterprises to get rid of the old production and manufacture the labor-intensive enterprise image with low added value and low price, and start to shift to the higher level of the value chain, Some of these companies have even entered the international market with their own brand and their own products, and are not expensive. The development experience of Taiwan, Japan and Korea in the 20th century is similar. At present, Chinese representative enterprises are in the period of enterprise transformation and development. Many enterprises are actively looking for ways to promote the export of products, and it is expected to be able to walk out of the national gate, especially in the fields of microelectronics, automobiles and the like. A considerable part of our country has become a strong player in the international market. Such as Haier, ZTE, Huawei and so on. But the situation is not very optimistic, after all, the big enterprise is only a few, for the vast majority of the country in China, many of our country have a lot of foundry enterprises or there is a lack of core competitive advantage, profit and its meager, there is no problem of independent intellectual property right, the lack of core technology, It is often caught in the dilemma of the client of the foreign capital, and lacks the continuous development ability of the enterprise. How to solve this problem, only to recognize oneself, to analyze oneself, to see oneself in the internal external environment, to see the good and bad influence of oneself development, to find a clear idea suitable for the development of its own enterprise, to carry out the thorough and thorough implementation, it is possible to get out of the predicament, To usher in the spring of the enterprise's future development. F is a very typical OEM enterprise, which is a high-tech enterprise that is specialized in computer, communication, consumer electronics, automotive zero components and access. This paper, taking the F Company as an example, studies the development characteristics of the current OEM enterprises in our country. The second is to analyze the OEM enterprises by the F Company, and to carry out the empirical research on the F companies by using the SWOT method, and the third is to study the development strategy of the F Company. After that, how to find the other OEM business development approach, provide a little useful to the development of other enterprises First of all, this paper starts with the economic environment, and makes a comprehensive analysis of the background of the OEM enterprises in China, and defines the necessity of the development of the OEM enterprises. . Secondly, the external factors that influence the strategic decision of the F Company are analyzed, including the external environment of the enterprise and the internal conditions, the former refers to the micro and macro environmental factors related to the development strategy of the F Company, which includes the advantage and the inferior in the F company. Potential, it is the inner decision of the F Company's implementation strategy As a special enterprise, the company's success may be duplicated, but for Chinese companies that are on the way to the OEM road, it is necessary to analyze and study the F companies to study the development war they do for their own businesses The choice of this article is different from most of the research that focuses on the industry's boss, and most of the people are not clearly a manufacturing mode, EMS, in front of the people, looking back on their success in the course of their growth On the basis of the setback and the analysis of the intrinsic reason behind the present problems, this paper attempts to make the way for the enterprise to make a suitable development. This paper does not select the local enterprise as the entry point, and it is different from other relevant similar documents to study the local enterprises only The limitation, in the increasingly globalized competition, the article chooses the foreign-capital enterprise as the entry point, more has the representative of the industry, more can bring more to the local enterprise to the globalization bring more This paper tries to provide some development for the development of the local electronic industry by analyzing the future development direction of the OEM enterprises by the analysis of the OEM enterprises.
【學(xué)位授予單位】：上海外國(guó)語大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F272;F276.44
【參考文獻(xiàn)】
相關(guān)期刊論文 前1條
1 占永紅;;電子制造企業(yè)潛在進(jìn)入者預(yù)警體系的探討[J];現(xiàn)代商貿(mào)工業(yè);2007年12期
本文編號(hào)：2508972
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