本文關(guān)鍵詞：TTI集團(tuán)發(fā)展戰(zhàn)略研究　出處：《廣西大學(xué)》2017年碩士論文　論文類型：學(xué)位論文

  更多相關(guān)文章： TTI集團(tuán) 發(fā)展戰(zhàn)略 機(jī)電行業(yè)

【摘要】：TTI集團(tuán)成立于1985年,是高端家居裝修工具及建筑工具的世界級(jí)供應(yīng)商之一。產(chǎn)品系列有:可充電式工具,地板護(hù)理工具,花園修飾工具,太陽能照明工具等。公司總部設(shè)于香港,在美國(guó),澳大利亞,日本,法國(guó),德國(guó),新西蘭等地都擁有自己的分公司。旗下?lián)碛蠱ilwaukee,REG,AEG及RYOBI等多個(gè)信譽(yù)卓著的品牌,到2016年為止,公司年?duì)I業(yè)額超過50億美金,全球雇員超過25000人,是香港上市公司機(jī)電行業(yè)的龍頭白馬股。在過去的9年中,TTI集團(tuán)的營(yíng)業(yè)額每年不斷增長(zhǎng),屢創(chuàng)新高。本文將重點(diǎn)對(duì)TTI集團(tuán)的發(fā)展戰(zhàn)略進(jìn)行深入研究和分析,以及通過自己的親身感受,嘗試揭示TTI集團(tuán)如何從一個(gè)小小的OEM企業(yè)通過收購(gòu)其它公司品牌,如何通過企業(yè)整合,達(dá)到盈利,最后逐漸發(fā)展為世界級(jí)公司的道路。希望其經(jīng)驗(yàn)可以為國(guó)家同類外資企業(yè)在制定發(fā)展戰(zhàn)略,收購(gòu)品牌收時(shí)提供借鑒和參考。文章共有緒論,企業(yè)的外部環(huán)境分析,公司內(nèi)部條件分析,SWOT分析及發(fā)展戰(zhàn)略選擇,公司戰(zhàn)略發(fā)展的保障措施,總結(jié)與創(chuàng)新與展望等6個(gè)章節(jié)。文中描述了在中國(guó)電動(dòng)工具企業(yè)當(dāng)前研發(fā)不足,品牌意識(shí)缺乏的情況下,TTI集團(tuán)是如何從一個(gè)OEM企業(yè)成長(zhǎng)為世界排名第二的電動(dòng)工具龍頭的傳奇。也通過PEST的方法分析了在當(dāng)今特朗普上臺(tái),美國(guó)制造業(yè)回流,美聯(lián)儲(chǔ)持續(xù)加息,中國(guó)貨幣超發(fā),原材料上漲,高賦稅等惡劣的宏觀外部環(huán)境下,中國(guó)的電動(dòng)工具企業(yè)該如何改革創(chuàng)新,利用科技的提升,如何開發(fā)出人們新的需求點(diǎn)。文章重點(diǎn)分析了 TTI集團(tuán)的潛在競(jìng)爭(zhēng)對(duì)手,替代品的壓力,供應(yīng)商和買方的議價(jià)能力,以及TTI集團(tuán)是如何與主要競(jìng)爭(zhēng)對(duì)手博世集團(tuán)和史丹利百得集團(tuán)展開激烈的品牌,研發(fā)和價(jià)格的競(jìng)爭(zhēng)。在內(nèi)部條件分析中,文章描繪了 TTI集團(tuán)是如何逐漸優(yōu)化企業(yè)組織,如何提升企業(yè)人力資源,以及如何通過穩(wěn)定的財(cái)務(wù)設(shè)計(jì),加大研發(fā)投入,開發(fā)出市場(chǎng)資源的,解釋了什么是TTI集團(tuán)的核心競(jìng)爭(zhēng)力。最后,通過SWOT分析,推出了 TTI集團(tuán)增長(zhǎng)性戰(zhàn)略和相關(guān)多元化的未來發(fā)展戰(zhàn)略。以及為了的發(fā)展戰(zhàn)略的實(shí)施,TTI集團(tuán)如何從組織架構(gòu),企業(yè)文化,信息化管理等方面實(shí)行的保障措施。
[Abstract]:TTI Group, founded in 1985, is one of the world class suppliers of high-end home decoration tools and construction tools. Our products include: rechargeable tools, floor care tools, garden finishing tools. The company is headquartered in Hong Kong and has its own subsidiaries in the United States, Australia, Japan, France, Germany, New Zealand, etc. AEG, RYOBI and other reputable brands, as of 2016, the company's annual turnover of more than $5 billion, more than 25000 employees worldwide. It is the leading white horse stock in the machinery and electrical industry of listed companies in Hong Kong. The turnover of TTI Group has been increasing every year for the past 9 years. This article will focus on the development strategy of TTI Group in-depth research and analysis, as well as through their own personal experience. Try to reveal how TTI Group from a small OEM enterprise through the acquisition of other corporate brands, through corporate integration, to achieve profitability. Finally, the way to develop into a world-class company. I hope its experience can provide a reference and reference for similar foreign-funded enterprises in the formulation of development strategy, brand acquisition and collection. The analysis of the external environment of the enterprise, the analysis of the internal condition of the company, the SWOT analysis and the choice of the development strategy, the safeguard measures of the company's strategic development. Summary and innovation and prospect of 6 chapters. This paper describes the current situation of lack of R & D and brand awareness in Chinese power tools enterprises. TTI Group has grown from a OEM company to the world's No. 2 power tool leader. It also uses PEST's approach to analyze the flow of American manufacturing back to power in today's Trump era. The Federal Reserve continues to raise interest rates, China's currency overissued, raw materials rising, high taxes and other adverse macro external environment, China's power tools enterprises how to reform and innovation, the use of technology to improve. How to develop new demand points. This paper focuses on the potential competitors of TTI Group, the pressure of substitutes, and the bargaining power of suppliers and buyers. And how the TTI Group is engaged in fierce brand, R & D and price competition with its main competitors Bosch Group and Stanley Parder Group. This paper describes how TTI Group gradually optimizes the organization of enterprises, how to enhance human resources of enterprises, and how to increase R & D investment and develop market resources through stable financial design. Explain what is the core competitiveness of TTI Group. Finally, through SWOT analysis. Introduced the TTI Group growth strategy and related diversification of the future development strategy. And for the implementation of the development strategy TTI Group from the organizational structure, corporate culture. Information management and other aspects of the implementation of safeguards.
【學(xué)位授予單位】：廣西大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F426.6;F273.1

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