本文選題：本土化 + 經(jīng)營(yíng)戰(zhàn)略��； 參考：《吉林大學(xué)》2014年碩士論文

【摘要】：隨著經(jīng)濟(jì)全球化的迅猛發(fā)展,世界知名跨國(guó)公司紛紛推行本土化的經(jīng)營(yíng)戰(zhàn)略,以便充分利用當(dāng)?shù)刭Y源,加快市場(chǎng)進(jìn)入步伐�？梢哉f，本土化經(jīng)營(yíng)已經(jīng)成為跨國(guó)公司實(shí)現(xiàn)其全球發(fā)展而采取的必要戰(zhàn)略之一,成為跨國(guó)公司開拓和占領(lǐng)國(guó)際市場(chǎng)的一種戰(zhàn)略思想。MM公司作為世界著名的跨國(guó)集團(tuán)公司，在汽車零部件和高技術(shù)系統(tǒng)設(shè)計(jì)與制造領(lǐng)域處于領(lǐng)先地位，其在長(zhǎng)春成立的分公司更是以中國(guó)北方汽車工業(yè)市場(chǎng)為目標(biāo)導(dǎo)向的重要戰(zhàn)略舉措。好的機(jī)會(huì)和戰(zhàn)略思想往往伴隨著激烈的競(jìng)爭(zhēng)與挑戰(zhàn)，如何迅速的融入當(dāng)?shù)丨h(huán)境，發(fā)揮企業(yè)自身優(yōu)勢(shì)，更好地滿足客戶需求，提升競(jìng)爭(zhēng)力，提高市場(chǎng)占有率，已成為目前面臨的重要課題。本文通過對(duì)MM公司長(zhǎng)春分公司本土化經(jīng)營(yíng)戰(zhàn)略實(shí)施環(huán)境及本土化經(jīng)營(yíng)過程中的問題分析，以尋求適合其自身發(fā)展的本土化經(jīng)營(yíng)戰(zhàn)略，使企業(yè)在激烈的行業(yè)競(jìng)爭(zhēng)中制勝，最終實(shí)現(xiàn)更大的經(jīng)濟(jì)效益。本文分五章展開，首先交代了文章寫作的背景及意義，研究的主要內(nèi)容和方法。接著介紹了本土化經(jīng)營(yíng)戰(zhàn)略的概念、內(nèi)容及本土化經(jīng)營(yíng)戰(zhàn)略實(shí)施的過程。在此基礎(chǔ)上，結(jié)合MM公司長(zhǎng)春分公司的實(shí)際情況分析了其本土化經(jīng)營(yíng)戰(zhàn)略實(shí)施的外部環(huán)境及內(nèi)部條件。繼而闡述MM公司長(zhǎng)春分公司本土化經(jīng)營(yíng)戰(zhàn)略目標(biāo)、基本方針、以及產(chǎn)品線戰(zhàn)略、供應(yīng)鏈戰(zhàn)略及經(jīng)營(yíng)管理戰(zhàn)略的確定。最后立足于公司本身，研究本土化經(jīng)營(yíng)戰(zhàn)略實(shí)施的保障措施。分別從經(jīng)營(yíng)理念的提升、組織體系的改進(jìn)、管理人員的培訓(xùn)、合作伙伴的激勵(lì)和技術(shù)資金的匹配等方面進(jìn)行探討。文章從本土化的動(dòng)因和理論依據(jù)分析入手,利用本土化經(jīng)營(yíng)戰(zhàn)略理論知識(shí),細(xì)致分析了MM公司長(zhǎng)春分公司本土化經(jīng)營(yíng)戰(zhàn)略實(shí)施的環(huán)境和條件。本文研究認(rèn)為，就MM公司長(zhǎng)春分公司成立初期的現(xiàn)實(shí)狀態(tài)而言，現(xiàn)有產(chǎn)品線搬遷及原有成熟的零部件供應(yīng)商的延用有利于新公司更快通過客戶產(chǎn)品線審核，促使公司早日進(jìn)入正式批量生產(chǎn)的狀態(tài)。對(duì)于重要崗位人員的任用也至關(guān)重要，在前期總部委派人員常駐支持的同時(shí)，應(yīng)更多關(guān)注和培養(yǎng)本地人才市場(chǎng)中選拔出的優(yōu)秀管理人員，逐步形成符合公司本土發(fā)展需求的人力資源庫。此外，結(jié)合MM公司長(zhǎng)春分公司在實(shí)際運(yùn)營(yíng)中出現(xiàn)的問題，文章對(duì)其本土化經(jīng)營(yíng)戰(zhàn)略的實(shí)施提出了一系列的保障措施。針對(duì)MM公司長(zhǎng)春分公司的產(chǎn)品特點(diǎn)和客戶需求，樹立技術(shù)先進(jìn)、質(zhì)量可靠的品牌，具備完善售后服務(wù)的企業(yè)軟實(shí)力；樹立競(jìng)爭(zhēng)意識(shí)，以市場(chǎng)為導(dǎo)向。不完全照搬國(guó)際公司的組織結(jié)構(gòu)，根據(jù)本土化企業(yè)的業(yè)務(wù)范圍和業(yè)務(wù)發(fā)展目標(biāo)設(shè)立合理的部門結(jié)構(gòu)，加強(qiáng)各級(jí)各部門協(xié)調(diào)配合，，形成合力，提高效率，推動(dòng)工作。充分結(jié)合當(dāng)?shù)氐娜宋沫h(huán)境特點(diǎn)制定公司的各項(xiàng)規(guī)章制度；充分調(diào)動(dòng)合作伙伴的積極性，采取一系列切實(shí)可行的激勵(lì)措施，促使雙方共同發(fā)展，共同獲益；充分對(duì)國(guó)外技術(shù)進(jìn)行引入，提高本土化企業(yè)的技術(shù)水準(zhǔn)，同時(shí)確保資金及時(shí)有效匹配。文章通過對(duì)MM公司長(zhǎng)春分公司本土化經(jīng)營(yíng)戰(zhàn)略的研究,為MM公司長(zhǎng)春分公司的本土化經(jīng)營(yíng)戰(zhàn)略的實(shí)施提出了自己的思考。
[Abstract]:With the rapid development of economic globalization, the world-famous multinational corporations have carried out local management strategies in order to make full use of local resources and accelerate the pace of market entry. It can be said that local management has become one of the necessary strategies for transnational corporations to realize its global development, and become a multinational company to exploit and occupy the international market. A strategic idea of the field,.MM, as a world famous transnational group company, is in the leading position in the field of automotive parts and high technology system design and manufacturing. The branch set up in Changchun is an important strategic measure guided by the automobile industry in the north of China. Good opportunities and strategic ideas are often accompanied by a good strategic idea. Fierce competition and challenge, how to quickly integrate into the local environment, give full play to its own advantages, better meet customer needs, enhance competitiveness and increase market share, has become an important subject at present. This article through the implementation of the local management of the local management of the MM company Changchun branch of the environment and the localization of the problems in the process of management. In order to seek the localization management strategy suitable for its own development, the enterprise will win the competition in the fierce industry and finally achieve greater economic benefits. This article is divided into five chapters. First, the background and significance of the article writing, the main contents and methods of the study are given. Then the concept, content and localization of the localization management strategy are introduced. On the basis of this, the external environment and internal conditions of the implementation of the localization management strategy of the MM company are analyzed on the basis of the actual situation of the Changchun branch of the company. Then the strategic objectives, basic principles, the product line strategy, the supply chain strategy and the management strategy of the Changchun branch of the Changchun branch are expounded. Finally, based on the company itself, this paper studies the guarantee measures for the implementation of the localization management strategy. This article is discussed from the promotion of the management concept, the improvement of the organizational system, the training of the managers, the incentive of the partners and the matching of technical funds. With the knowledge of strategic theory, the environment and conditions for the implementation of the localization management strategy of the MM company in Changchun are carefully analyzed. This paper considers that the existing product line relocation and the existing mature component suppliers are beneficial for the new company to pass the customer product line faster in terms of the actual state of the early establishment of the Changchun branch of the Changchun company. To encourage the company to enter the state of formal mass production as soon as possible. It is also essential for the appointment of important posts. At the same time, we should pay more attention to and train outstanding managers in the local talent market, and gradually form a human resource pool that meets the local development needs of the company. In accordance with the problems arising in the actual operation of the Changchun branch of MM company, the article puts forward a series of safeguard measures for the implementation of its localization management strategy. Aiming at the product characteristics and customer needs of the Changchun branch of Changchun company, we should set up the advanced technology, reliable brand, and have the soft strength of the enterprise that finished the after-sales service, and set up the competitive meaning. Knowledge, market oriented. Not completely copy the organization structure of international companies, set up a reasonable departmental structure according to the business scope and business development goal of local enterprises, strengthen coordination and coordination at all levels and departments, form a joint force, improve efficiency, promote work. Make the rules and regulations of the company fully in combination with the characteristics of the local human environment; Fully mobilize the enthusiasm of the partners and adopt a series of practical incentive measures to promote the common development and common benefit of the two parties, introduce the foreign technology, improve the technical standards of the localization enterprises and ensure the timely and effective matching of the funds. The article through the research on the localization management strategy of the Changchun branch of the MM company, The author puts forward his own thinking for the implementation of the localization strategy of MM Changchun branch.
【學(xué)位授予單位】：吉林大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F426.471;F272.3

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