發(fā)布時間：2018-04-07 18:37

  本文選題：發(fā)展戰(zhàn)略　切入點：成本領(lǐng)先戰(zhàn)略　出處：《西安科技大學(xué)》2017年碩士論文

【摘要】：2008年以來,全球傳統(tǒng)計算機銷量持續(xù)下滑,在傳統(tǒng)計算機行業(yè)出現(xiàn)了并購、轉(zhuǎn)型、裁員、倒閉等浪潮。我國與計算機相關(guān)產(chǎn)業(yè)的企業(yè)數(shù)以萬計,由于我國計算機企業(yè)發(fā)展起步比較晚,在企業(yè)競爭性發(fā)展戰(zhàn)略上與國外存在很大差距。特別是近年來,隨著移動互聯(lián)網(wǎng)產(chǎn)業(yè)的不斷發(fā)展,各類新型移動電子產(chǎn)品銷量一路攀升,傳統(tǒng)計算機市場銷量連年下滑。面對新情況和新問題,傳統(tǒng)計算機企業(yè)建立長遠的發(fā)展戰(zhàn)略顯得尤為重要。銘鍵公司在發(fā)展戰(zhàn)略上重視發(fā)展方向上的戰(zhàn)略策略,而忽視發(fā)展方向戰(zhàn)略策略中的競爭性因素,在人力資源管理、資金控制、資源配置、智能化程度、產(chǎn)品差異化、銷售渠道、企業(yè)文化等方面存在不足,需要進一步實施基本競爭戰(zhàn)略,才能實現(xiàn)公司可持續(xù)發(fā)展。本論文以銘鍵公司的發(fā)展戰(zhàn)略現(xiàn)狀為背景,以戰(zhàn)略管理的相關(guān)理論知識和企業(yè)發(fā)展戰(zhàn)略理論為基礎(chǔ),利用PEST、SWOT、波特五力模型等戰(zhàn)略分析工具分別對銘鍵公司發(fā)展戰(zhàn)略進行詳細(xì)分析,指出了現(xiàn)有發(fā)展戰(zhàn)略的優(yōu)點與不足,結(jié)合傳統(tǒng)計算機市場環(huán)境和公司發(fā)展現(xiàn)狀,從產(chǎn)品、市場和服務(wù)等領(lǐng)域入手,重新為銘鍵公司設(shè)計了成本領(lǐng)先發(fā)展戰(zhàn)略和差異化發(fā)展戰(zhàn)略,并提出了實現(xiàn)這兩個發(fā)展戰(zhàn)略的具體實施與保障措施。新的發(fā)展戰(zhàn)略框架的建立,將為銘鍵公司未來發(fā)展提供借鑒。通過對銘鍵公司的研究,希望對銘鍵公司或者其他企業(yè)在制定企業(yè)發(fā)展戰(zhàn)略時具有一定的借鑒意義,指導(dǎo)企業(yè)發(fā)展。
[Abstract]:Since 2008, the global traditional computer sales continue to decline, in the traditional computer industry has emerged a wave of mergers and acquisitions, transformation, layoffs, closures and other waves.There are tens of thousands of enterprises in computer related industries in our country. Because the development of computer enterprises in our country started relatively late, there is a big gap between the competitive development strategy of enterprises and that of foreign countries.Especially in recent years, with the continuous development of the mobile Internet industry, the sales volume of all kinds of new mobile electronic products has been rising, and the sales volume of traditional computer market has been declining year after year.In the face of new situation and new problems, it is very important for traditional computer enterprises to establish long-term development strategy.In the development strategy, the company attaches importance to the strategic strategy of the development direction, but ignores the competitive factors in the strategic strategy of the development direction, in human resource management, capital control, resource allocation, intelligence degree, product differentiation, sales channel, etc.In order to realize the sustainable development of the company, it is necessary to carry out the basic competition strategy because of the deficiency of the corporate culture.This paper takes the current situation of the development strategy of Mingjian Company as the background, based on the related theory knowledge of strategic management and the theory of enterprise development strategy.The development strategy of Mingjian Company is analyzed in detail by using such strategic analysis tools as PEST-SWOT and Porter's five Force Model. The advantages and disadvantages of the existing development strategy are pointed out. Combining with the traditional computer market environment and the current situation of the company, the paper analyzes the products, and points out the advantages and disadvantages of the existing development strategy.Starting with the market and service fields, the paper redesigns the cost leading development strategy and the differential development strategy for Mingjian Company, and puts forward the concrete implementation and safeguard measures to realize these two development strategies.The establishment of the new development strategy framework will provide reference for the future development of Mingjian Company.Through the research of Mingjian Company, it is hoped that it will be helpful to the company or other enterprises in formulating the enterprise development strategy and guiding the development of the enterprise.
【學(xué)位授予單位】：西安科技大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2017
【分類號】：F426.6;F272

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