【摘要】：節(jié)約資源、合理消費(fèi)是人類社會(huì)亙古不變的主題。水作為生態(tài)系統(tǒng)的重要載體,是最為寶貴的人類資源。根據(jù)中國(guó)統(tǒng)計(jì)年鑒記載,我國(guó)人均水資源量只占全球平均水平的四分之一,是淡水資源最為貧乏的國(guó)家。因此,用水計(jì)量的重要性越發(fā)明顯。計(jì)量的精細(xì)和智能化不僅體現(xiàn)一國(guó)的科技水平,也是社會(huì)發(fā)展急迫攻克的技術(shù)難題。我國(guó)的智能水表已經(jīng)歷將近二十年的歷史。目前水表80%以機(jī)械表的形式存在,歸因于智能表的技術(shù)水平和水表改造成本。鑒于此,CR公司的發(fā)展戰(zhàn)略可理解為尋求二次創(chuàng)業(yè)的競(jìng)爭(zhēng)之路—解決"抄表難"問(wèn)題。公司決定利用研發(fā)優(yōu)勢(shì)和技術(shù)積淀,創(chuàng)新出水計(jì)量智能采集系列。后續(xù)業(yè)務(wù)戰(zhàn)略的研究和決策將提高CR公司的生存和業(yè)績(jī)幾率。通過(guò)對(duì)國(guó)內(nèi)外眾多戰(zhàn)略管理書(shū)籍的精讀和領(lǐng)會(huì),本文闡述了企業(yè)戰(zhàn)略理論的發(fā)展,概括了現(xiàn)階段三種競(jìng)爭(zhēng)戰(zhàn)略思維,并總結(jié)出中小科技企業(yè)戰(zhàn)略定位原則。本文運(yùn)用PEST對(duì)CR公司的宏觀環(huán)境進(jìn)行逐一分析,建立波特五力模型對(duì)水計(jì)量行業(yè)進(jìn)行全方位競(jìng)爭(zhēng)分析,尤其對(duì)現(xiàn)有市場(chǎng)上的電子智能表做客觀的比對(duì)分析,總結(jié)出企業(yè)所處的外部環(huán)境,歸納出企業(yè)所處的機(jī)會(huì)與威脅,由此建立CR公司的外部因素評(píng)價(jià)矩陣來(lái)量化經(jīng)驗(yàn)證據(jù)。內(nèi)部環(huán)境方面,通過(guò)對(duì)CR公司的資源能力描述、核心業(yè)務(wù)系統(tǒng)進(jìn)行詳盡的闡述,包括智能水表系統(tǒng)的集中抄表和物聯(lián)網(wǎng)兩種方案以及系統(tǒng)的核心優(yōu)勢(shì),從而綜合歸納出企業(yè)的內(nèi)部?jī)r(jià)值鏈,并建立起內(nèi)部要素評(píng)價(jià)矩陣,更加直觀了 CR公司的劣勢(shì)與優(yōu)勢(shì)。本文對(duì)CR公司的內(nèi)外部環(huán)境的深入剖析,建立SWOT分析表,由此得出企業(yè)有良好的環(huán)境態(tài)勢(shì),應(yīng)該走增長(zhǎng)型戰(zhàn)略。同時(shí)規(guī)劃出現(xiàn)階段的戰(zhàn)略目標(biāo),并確定動(dòng)態(tài)環(huán)境下的成本領(lǐng)先優(yōu)勢(shì)與聚焦戰(zhàn)略并存的融合戰(zhàn)略,提出戰(zhàn)略交融過(guò)程中把好質(zhì)量關(guān),抓好采購(gòu)引擎,提高公司員工的專業(yè)化水平等觀點(diǎn)。提出在戰(zhàn)略落實(shí)過(guò)程中的關(guān)鍵點(diǎn),包括從硬件生產(chǎn)和軟件開(kāi)發(fā)兩方打造精益管理和技術(shù)創(chuàng)新,與運(yùn)營(yíng)商建立良好合作。最后強(qiáng)調(diào)保障措施,包括完善公司章程、打造品牌文化、強(qiáng)化企業(yè)培訓(xùn),營(yíng)造和諧工作氛圍等以及從選、育、用、留四個(gè)維度來(lái)優(yōu)化人才結(jié)構(gòu),并建議引入平衡計(jì)分卡體系。CR公司是產(chǎn)能過(guò)剩的存量競(jìng)爭(zhēng)時(shí)代下中小科技企業(yè)創(chuàng)業(yè)縮影,論文憑借公司技術(shù)的獨(dú)特創(chuàng)新與業(yè)務(wù)戰(zhàn)略的研學(xué)結(jié)合模式;利用采集的數(shù)據(jù)層層提出相應(yīng)的高效且操作性強(qiáng)的策略;建立起整套規(guī)范的業(yè)務(wù)戰(zhàn)略體系;打開(kāi)動(dòng)態(tài)競(jìng)爭(zhēng)下的存量市場(chǎng)而非增量市場(chǎng)之門(mén),為企業(yè)未來(lái)之路奠定了扎實(shí)的基礎(chǔ)。相信在未來(lái)的水計(jì)量領(lǐng)域,必有CR公司的一席之位,并逐步實(shí)現(xiàn)向電、氣、熱計(jì)量領(lǐng)域的橫向一體化擴(kuò)展戰(zhàn)略,這對(duì)當(dāng)代的其他中小企業(yè)也有借鑒和示范效應(yīng)。
[Abstract]:Saving resources, reasonable consumption is the eternal theme of human society. As an important carrier of ecosystem, water is the most valuable human resource. According to the statistics yearbook of China, the water resources per capita in China only accounts for 1/4 of the global average, and it is the country with the poorest fresh water resources. Therefore, the importance of water measurement becomes more and more obvious. The meticulous and intelligent measurement not only embodies the level of science and technology in a country, but also is a difficult technical problem urgently solved by social development. China's intelligent water meter has experienced nearly 20 years of history. At present, 80% of water meters exist in the form of mechanical meters, which is due to the technical level of intelligent meters and the cost of water meter renovation. In view of this, CR's development strategy can be understood as seeking the way of competition for secondary start-up-solving the problem of "meter reading difficulty". The company decided to take advantage of R & D advantages and technology accumulation, innovative intelligent collection series of effluent measurement. Follow-up business strategy research and decision-making will improve the survival and performance of CR. Through intensive reading and understanding of many books on strategic management at home and abroad, this paper expounds the development of enterprise strategic theory, generalizes three kinds of competitive strategic thinking at present, and sums up the strategic orientation principles of small and medium-sized scientific and technological enterprises. In this paper, the macro environment of CR company is analyzed one by using PEST, and the Bert five force model is established to analyze the all-round competition of water metering industry, especially the objective comparison and analysis of the electronic intelligent tables on the existing market. The external environment of the enterprise is summarized, the opportunities and threats of the enterprise are summarized, and the external factor evaluation matrix of CR Company is established to quantify the empirical evidence. In the aspect of internal environment, through describing the resource capability of CR Company, the core business system is elaborated in detail, including the centralized meter reading and the Internet of things of intelligent water meter system, as well as the core advantages of the system. Thus, the internal value chain of the enterprise is summed up, and the internal factor evaluation matrix is established, which makes the disadvantages and advantages of CR Company more intuitively. In this paper, the internal and external environment of CR Company is deeply analyzed, and the SWOT analysis table is established. The conclusion is that the enterprise has a good environment situation and should take the growth strategy. At the same time, the strategic objectives of the emergence stage are planned, and the integration strategy of co-existence of cost leading advantage and focus strategy under the dynamic environment is determined, and a good quality control and a good purchase engine are put forward in the process of strategic blending. Improve the professional level of the company's employees and other points of view. The key points in the process of implementing the strategy are put forward, including creating lean management and technological innovation from hardware production and software development, and establishing good cooperation with operators. Finally, it emphasizes the safeguard measures, including perfecting the company's articles of association, building brand culture, strengthening enterprise training, creating a harmonious working atmosphere, and optimizing the talent structure from four dimensions: selection, education, use, and retention. CR Company is a microcosm of small and medium-sized technology enterprises in the era of stock competition with overcapacity. The paper relies on the unique technological innovation of the company and the research-learning mode of the business strategy, and proposes to introduce the balanced scorecard system. Using the collected data layers to put forward the corresponding efficient and operational strategy; to establish a complete set of standardized business strategy system; to open the door of stock market rather than incremental market under the dynamic competition, and to lay a solid foundation for the future road of the enterprise. It is believed that in the field of water metering in the future, there must be a place for CR Company, and gradually realize the horizontal integration expansion strategy in the field of electricity, gas and heat metering, which can also be used for reference and demonstration effect to other small and medium-sized enterprises in the contemporary era.
【學(xué)位授予單位】：山東大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F426.46;F271

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