本文關(guān)鍵詞：恒通公司低成本戰(zhàn)略研究　出處：《吉林大學(xué)》2017年碩士論文　論文類型：學(xué)位論文

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【摘要】：改革開放以來,中國制造業(yè)發(fā)生著翻天覆地的變化,以整車制造為中心的集群產(chǎn)業(yè)更是取得了令人矚目的成績。隨著世界經(jīng)濟的復(fù)蘇和回暖,全球汽車市場呈現(xiàn)全新的態(tài)勢。自2002年起至2010年,中國汽車市場保持了連續(xù)10年快速增長的勢頭,而之后的6年內(nèi),漲勢依舊迅猛。目前中國汽車的生產(chǎn)總量位列世界第三,而汽車購買量位居世界第一。在國家重點推進汽車產(chǎn)業(yè)發(fā)展的勢頭之下,以一汽,上汽,廣汽,東風(fēng)等為代表的自主品牌車企應(yīng)運而生。這些企業(yè)身兼重任,為中國自主品牌汽車的發(fā)展貢獻了力量。同時,國外車企也紛紛進入到中國市場,采取合資經(jīng)營的方式,生產(chǎn)和銷售各類品牌汽車,同自主品牌共同搶占市場份額。雖然合資之后,自主品牌可以借鑒國外品牌的管理模式和引進一些成熟的技術(shù),縮短開發(fā)周期。但是不得不承認,市場空間卻遭到了嚴重的擠壓,導(dǎo)致自主品牌的發(fā)展面臨著嚴重的考驗,壓力空前巨大。自2001年起,奇瑞,吉利,長安等代表自主品牌的車企,抓住市場機遇,進軍國內(nèi)汽車市場,成為一股新生力量,與合資品牌進行激烈的角逐。在市場開放的大背景下,這些企業(yè)既迎合了中國汽車市場消費升級的趨勢,又促進了中國汽車市場在大小規(guī)模,層次結(jié)構(gòu),經(jīng)營模式,競爭方式等方面的提升。中國自主品牌汽車歷經(jīng)了漫長的發(fā)展歷程,從初露端倪到成為市場的主力軍,期間解決了基礎(chǔ)薄弱的難題,克服了競爭態(tài)勢嚴峻等諸多障礙,并在不斷提升市場份額,取得滿意的成績。然而,自主品牌汽車發(fā)展所面臨的質(zhì)量缺陷和創(chuàng)新能力不足等問題也越發(fā)突出,最終導(dǎo)致競爭力下降,利潤下滑和流失。自主品牌車企應(yīng)結(jié)合自身和市場大環(huán)境進行分析,制定出適合自身發(fā)展的戰(zhàn)略模式,取得競爭優(yōu)勢,增強抗風(fēng)險能力。成本領(lǐng)先戰(zhàn)略即低成本戰(zhàn)略這一概念是由美國著名企業(yè)戰(zhàn)略學(xué)家邁克爾·波特于1980年提出的,旨在幫助企業(yè)在激烈的市場競爭下取得優(yōu)勢和獲取更大的發(fā)展空間。低成本戰(zhàn)略是集成了精益生產(chǎn)思想、擴張策略手段、企業(yè)文化的培養(yǎng)等多方面的精髓理念,通過不斷優(yōu)化和演變而形成的科學(xué)的企業(yè)治理方法。低成本戰(zhàn)略應(yīng)用范圍廣,適用性較強,對于競爭日趨激烈的汽車產(chǎn)業(yè)來說,實施低成本戰(zhàn)略的企業(yè)等于主動把握住了先機。經(jīng)過國家多年來對產(chǎn)業(yè)政策的調(diào)整和完善,中國汽車市場呈現(xiàn)新型態(tài)勢。因此,整車制造企業(yè)應(yīng)掌握好產(chǎn)業(yè)動向,以國家政策為導(dǎo)向,及時推出適應(yīng)發(fā)展的戰(zhàn)略部署,為更好地立足于市場和建立發(fā)展優(yōu)勢打下堅實的基礎(chǔ)。有效地實施低成本戰(zhàn)略能夠幫助企業(yè)強化抵御行業(yè)內(nèi)風(fēng)險的能力,在產(chǎn)業(yè)格局中形成強大的壁壘和維持已有的優(yōu)勢,而且在產(chǎn)品價格上也能擁有機動性和主導(dǎo)性。同時,作為典型的整車生產(chǎn)制造企業(yè),在經(jīng)濟發(fā)展新常態(tài)下,實施低成本戰(zhàn)略也能夠滿足國家大力倡導(dǎo)的節(jié)約資源,減少浪費等要求。企業(yè)所生產(chǎn)的產(chǎn)品也能在實用性上變得更加合理化和人性化,企業(yè)也因此擴大了利潤空間,實現(xiàn)經(jīng)濟效益的全面增長。企業(yè)還能從中得以優(yōu)化自身的組織結(jié)構(gòu)和管理方式,革除弊端,推陳出新,在內(nèi)部溝通和信息交流上更加順暢和便捷,提高決策效率。面對錯綜復(fù)雜的市場競爭環(huán)境,面對愈演愈烈的行業(yè)內(nèi)博弈,企業(yè)應(yīng)把握好機遇,利用低成本戰(zhàn)略的優(yōu)勢,占據(jù)發(fā)展中的先導(dǎo)地位,使自身持續(xù)穩(wěn)健地運行下去。在本文中,以恒通公司中所存在的問題為出發(fā)點,希望在低成本戰(zhàn)略指引下,公司在管理方面從本質(zhì)上得以改善,增強優(yōu)勢,彌補劣勢,進而從容地面對市場競爭,擴大份額,實現(xiàn)健康穩(wěn)健的發(fā)展目標。本文是從四個方面對情況進行論述。首先是緒論,該章節(jié)對研究背景和意義進行說明,并對所閱讀的文獻進行綜述來加以強調(diào)觀點。第二部分則交代了恒通公司當前的運營情況,并深入剖析了公司存在的問題。內(nèi)容結(jié)構(gòu)為首先敘述了公司當前的經(jīng)營情況,然后給出了公司核心產(chǎn)品的市場反饋信息,及時找到不利于公司發(fā)展的薄弱環(huán)節(jié)。論文的第三部分,著重對公司所處的競爭環(huán)境給出解讀,先從外部環(huán)境找到切入點,之后加以分析,其中既分析了宏觀環(huán)境又分析了行業(yè)環(huán)境。而在公司的內(nèi)部資源和能力這一塊,則逐一對管理和研發(fā)等方面的現(xiàn)狀進行闡述,此外還詳細闡述了公司的價值鏈。最后,從公司的實際情況出發(fā),給出SWOT分析,并從公司應(yīng)該采取低成本戰(zhàn)略的角度做出分析,幫助公司更好地面向未來。論文的第四部分是對如何制定恒通公司的低成本戰(zhàn)略進行總結(jié),在順序上先是以公司應(yīng)當全面實施低成本戰(zhàn)略為出發(fā)點,之后為低成本戰(zhàn)略的實施搭配必要的保障措施。
[Abstract]:Since the reform and opening up, with the change of Chinese turn the world upside down manufacturing industry, manufacturing industry cluster as the center of the vehicle is achieved remarkable results. As the world economic recovery and rebound, the global auto market showing a new trend. From 2002 to 2010, China's auto market has maintained a rapid growth momentum for 10 consecutive years however, after 6 years, the rally is still rapid. At present Chinese automobile total production ranks third in the world, and car sales ranked first in the world. Under the national focus on promoting the development of the automobile industry momentum, to a steam, SAIC, GAC, Dongfeng as the representative of the independent brand car enterprises emerged. These enterprises played a significant role and contribute to the development of Chinese automobile brand. At the same time, foreign car companies have also entered into the China market, adopt way of joint venture, production and sales of various types of automobile brand The same, independent brands together to seize market share. Although the joint venture, independent brands can learn from the foreign brand management model and introduce some mature technology, shorten the development cycle. But had to admit that the market space has been severely squeezed, leading to the development of independent brands face a serious test, with unprecedented pressure since 2001. Chery, Geely, Changan, on behalf of the independent brand car enterprises, seize market opportunities, to enter the domestic car market, become a new force, fierce competition and joint venture brands. In the background of market opening, these enterprises not only cater to the consumer to upgrade the automotive market Chinese trend, and promote the Chinese car market in size, structure, operation mode, the competition mode of promotion. Chinese independent brand car after a long course of development, from the beginning of the horizon to become the market The main force, to solve the problem of weak foundation, to overcome the serious competition situation and many other obstacles, and constantly enhance market share and achieve satisfactory results. However, the problem of quality defect and innovation ability facing the development of own brand cars and the lack of more and more prominent, resulting in declining competitiveness, profit and loss. The independent brand car enterprises should combine their own and the market environment analysis, formulate the strategic mode for their own development, to achieve competitive advantage, enhance the anti risk ability. The concept of cost leadership strategy and low cost strategy is put forward by the famous American enterprise strategist Michael Porter in 1980, aims to help enterprises to gain advantages and get development more space in the fierce market competition. The low cost strategy is the integration of lean production, expansion strategies, enterprise culture etc. The essence of the concept of corporate governance, the scientific method formed through continuous optimization and evolution. The scope of application of the strategy of low cost, strong applicability, for the increasingly fierce competition in the automobile industry, low-cost implementation of the strategy of initiative to grasp the initiative. After many years of national industrial policy adjustment and improvement, China the auto market is new trend. Therefore, the vehicle manufacturing enterprises should grasp industry trends, the national policy oriented, timely introduction of adapt to the development of the strategic plan for the better, based on the market and establish development advantages and lay a solid foundation. The effective implementation of the strategy of low cost can help the enterprise to strengthen the ability to resist risks in the industry. The advantage of the formation of a powerful barrier in the industry and maintain the existing, but also has flexibility and initiative in the prices of the products. At the same time, as a typical whole The car manufacturing enterprises in the economic development of the new normal, low cost strategy can meet the national advocate for conservation of resources, reduce waste and other requirements. The products produced by enterprises can become more rationalization and humanization in practicality, thus expanding the enterprise profit space, the overall growth of economic benefits the enterprise can be optimized. The organization structure and management mode, self innovation, get rid of the drawbacks, in the internal communication and exchange of information on a more smooth and convenient, improve decision-making efficiency. In the face of perplexing market competition environment, in the face of growing the game industry, enterprises should grasp the opportunity, using the strategy of low cost advantage occupy the leading position in the development of the self sustained steady run down. In this paper, the problems existing in the Hengtong company as the starting point, in the hope that the low cost strategy to Under the guidance of the company in the management from the aspects of nature can be improved, enhance the advantages, weaknesses, and then calmly in the face of market competition, expand market share, achieve the goal of development healthy. This paper is to discuss the four aspects. The first is the introduction, in this chapter, the background and significance of the research are described, and the reading the literature review to be stressed. The second section introduces the current Hengtong company operation situation, and in-depth analysis of the existing problems. The content and structure of the first describes the company's current operating conditions, and then gives the company's core products, the market feedback information, timely find the weak link is not conducive to the development of the company. The third part of the thesis, focusing on the competitive environment of the company. This interpretation, first find the entry point from the external environment, after analysis, which analyzes the macro environment analysis The industry environment. And in the company's internal resources and capabilities of this one, then one by one of the present situation of management and research and development are elaborated, in addition to detail the value chain of the company. Finally, starting from the actual situation of the company, gives the SWOT analysis, and from the company should adopt the strategy of low cost perspective analysis and help the company better the future. The fourth part is the low cost strategy on how to develop Hengtong company is summarized, in order to first company should fully implement the low cost strategy as a starting point, after the implementation of the strategy for the low cost of the collocation necessary safeguard measures.

【學(xué)位授予單位】：吉林大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2017
【分類號】：F426.471
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本文編號：1417981