本文關(guān)鍵詞： 德誠公司 發(fā)展戰(zhàn)略 公司戰(zhàn)略 變壓器 競爭　出處：《西南財經(jīng)大學(xué)》2013年碩士論文　論文類型：學(xué)位論文

【摘要】：德誠公司是一家創(chuàng)建于1995年,專業(yè)從事變壓器類產(chǎn)品生產(chǎn)制造的中小型企業(yè)。作者作為德誠公司的總經(jīng)理,希望能利用在西南財經(jīng)大學(xué)EMBA學(xué)習(xí)所獲得的理論知識和研究分析能力,以德誠公司為研究對象,深入研究分析,得出科學(xué)的研究結(jié)論,制定出正確的企業(yè)發(fā)展戰(zhàn)略。有一個清晰的、正確的公司發(fā)展戰(zhàn)略,對德誠公司未來的生存和發(fā)展將具有非常重要的現(xiàn)實意義。 本文的基本思路是：通過對德誠公司外部宏觀環(huán)境的分析,以及對國內(nèi)變壓器行業(yè)的發(fā)展?fàn)顩r和競爭狀況的分析,找出公司面臨的外部機會和外部威脅,再結(jié)合德誠公司的內(nèi)部情況及公司具有的優(yōu)勢和劣勢的分析,參考同行領(lǐng)先企業(yè)的發(fā)展戰(zhàn)略,明確德誠公司的愿景和使命,提出公司戰(zhàn)略目標(biāo),制定與企業(yè)內(nèi)外環(huán)境相匹配的公司總體發(fā)展戰(zhàn)略和競爭戰(zhàn)略,并闡述戰(zhàn)略實施的主要舉措和方法。 本文的正文共分六部分。其主要內(nèi)容和要點為： 第一部分說明公司發(fā)展戰(zhàn)略研究的必要性和研究中使用的研究方法和理論依據(jù),簡要說明了研究背景和研究目的。 達爾文的進化論說：“能夠生存下來的并不是那些最強壯的,也不是那些最聰明的,而是那些能對變化作出快速反應(yīng)的�！边@就是競爭中優(yōu)勝劣汰的自然規(guī)律,企業(yè)也一樣要遵從這個自然規(guī)律。研究公司發(fā)展戰(zhàn)略的意義正在于此,它可以解決公司長期決策和發(fā)展方向的重大問題,使公司能獲得和保持競爭優(yōu)勢,做到能夠敏捷地識別和能有效的適應(yīng)各種變化,讓公司在激烈的競爭中能生存下來,并獲得發(fā)展機會。 在研究中使用的理論依據(jù)和主要方法有：戰(zhàn)略管理過程模型、邁克爾·波特的五種力量模型競爭分析方法、外部因素評價(EFE)矩陣、內(nèi)部因素評價(IFE)矩陣、優(yōu)勢-弱點-機會-威脅(SWOT)矩陣。 第二部分主要對德誠公司面臨的外部環(huán)境進行分析。 1、對德誠公司面臨的外部宏觀形勢,從政治和政策、經(jīng)濟、社會和人文、技術(shù)四個方面進行分析,發(fā)現(xiàn)了以下變化： 在政治和政策方面：①國家新一屆政府提出了“兩個一百年”和“中國夢”的國家戰(zhàn)略目標(biāo)；②新政府大力推動體制改革,為中國經(jīng)濟轉(zhuǎn)型升級提供制度紅利；③新政府進行結(jié)構(gòu)性減稅,推行“營改增”,支持企業(yè)發(fā)展；④新政府大力支持實體經(jīng)濟和中小企業(yè)發(fā)展；⑤國家產(chǎn)業(yè)政策支持西部大開發(fā)、大力發(fā)展城鎮(zhèn)化建設(shè)和鐵路建設(shè)⑥地方政府出臺推動民營經(jīng)濟發(fā)展的政策,鼓勵民營企業(yè)發(fā)展。 在經(jīng)濟方面：經(jīng)濟增長放緩,政府保持穩(wěn)定的宏觀經(jīng)濟政策；經(jīng)濟轉(zhuǎn)型升級,調(diào)整優(yōu)化結(jié)構(gòu)；市場需求萎縮,工業(yè)品價格持續(xù)回落。 在社會和人文方面：“人才”難求,人力資源成本大幅上升；人口紅利逐漸消失,人口老齡化開始。 在技術(shù)方面：互聯(lián)網(wǎng)的應(yīng)用給企業(yè)帶來新的經(jīng)營方式；節(jié)能環(huán)保產(chǎn)品的推廣產(chǎn)生新的商機。 2、對國內(nèi)變壓器行業(yè)發(fā)展?fàn)顩r進行分析。 分類介紹了變壓器產(chǎn)品、變壓器市場和變壓器生產(chǎn)企業(yè),重點介紹了干式變壓器、鋁導(dǎo)線變壓器、非晶合金變壓器和箱式變壓器等幾種產(chǎn)品。 變壓器行業(yè)規(guī)模：2012年國內(nèi)變壓器行業(yè)實現(xiàn)工業(yè)總產(chǎn)值3222.60億元,同比增長7.30%；實現(xiàn)銷售收入3170.74億元,同比增長9.28%；同時,行業(yè)銷售利潤率維持在10%以上。說明變壓器制造行業(yè)產(chǎn)能和銷量持續(xù)增長,行業(yè)盈利能力較強。 變壓器行業(yè)具有很好的市場發(fā)展前景：國家節(jié)能減排的政策給變壓器行業(yè)的發(fā)展帶來希望；水電項目的開發(fā)加速為變壓器行業(yè)帶來市場需求；新能源發(fā)電為變壓器帶來新的契機；國家電網(wǎng)建設(shè)投資將帶動變壓器行業(yè)的發(fā)展；鐵路建設(shè)增加了對變壓器的需求；城鎮(zhèn)化建設(shè)帶動了對變壓器產(chǎn)品的需求。 3、使用邁克爾·波特的五種力量模型競爭分析方法對國內(nèi)變壓器行業(yè)市場的競爭格局進行分析后發(fā)現(xiàn)： ①根據(jù)企業(yè)規(guī)模將國內(nèi)變壓器行業(yè)現(xiàn)有企業(yè)劃分成三個陣營,其競爭格局為：第一陣營競爭較弱,第二陣營競爭較強,第三陣營競爭非常強。 ②變壓器行業(yè)的潛在新進入者較多,但小規(guī)模者居多,大規(guī)模的較少,因此帶來的競爭威脅不大。 ③變壓器目前還沒有替代產(chǎn)品。 ④變壓器產(chǎn)品的原材料多數(shù)是大宗商品,價格受國際大宗商品市場的影響較大,因此供應(yīng)商議價能力一般。 ⑤變壓器產(chǎn)品的客戶集中度非常高,主要為電力部門,客戶議價能力很強。 4、借鑒國內(nèi)變壓器行業(yè)三家領(lǐng)先企業(yè)的發(fā)展戰(zhàn)略,分析后發(fā)現(xiàn)：只要身處市場競爭比較激烈環(huán)境的企業(yè),都采取了針對市場開拓的市場滲透戰(zhàn)略和市場開發(fā)戰(zhàn)略。為了提高企業(yè)核心競爭力,產(chǎn)品開發(fā)戰(zhàn)略是幾乎每個企業(yè)都會采取的戰(zhàn)略。 5、根據(jù)前面對德誠公司面臨的外部環(huán)境的分析,總結(jié)出公司的外部機會和外部威脅,使用外部因素評價(EFE)矩陣進行分析,得出的結(jié)論是：德誠公司還不能充分利用外部機會和回避外部威脅。 第三部分通過對德誠公司的內(nèi)部情況的分析,總結(jié)出德誠公司的優(yōu)勢和劣勢,利用內(nèi)部因素評價(IFE)矩陣進行分析,得出的結(jié)論是：德誠公司的內(nèi)部狀況較為強勢。 第四部分這是本文的重點部分。根據(jù)前面分析總結(jié)出的德誠公司面臨的外部機會和外部威脅以及德誠公司的優(yōu)勢和劣勢,用(SWOT)矩陣進行戰(zhàn)略匹配,再對匹配出的戰(zhàn)略進行分析,制定出德誠公司的發(fā)展戰(zhàn)略。 德誠公司的愿景是：我們要努力成為四川省變壓器行業(yè)的領(lǐng)先企業(yè),并為國家、客戶、股東和員工提供良好的回報。 德誠公司的使命是：秉承以德為本,以誠待人,質(zhì)量第一,用戶至上的宗旨,為客戶提供質(zhì)優(yōu)價廉的變壓器產(chǎn)品和滿意的服務(wù),用我們的智慧和汗水實現(xiàn)公司在競爭中的飛躍。 德誠公司在未來的12年的戰(zhàn)略目標(biāo)是：銷售額每年增長30%以上,年銷售額達10億元,成為四川省變壓器行業(yè)最低成本制造商,成為四川省變壓器行業(yè)前三名,以企業(yè)做專、做精、做強的原則,成為有價值的公司。 德誠公司的發(fā)展戰(zhàn)略是：將公司的全部資源集中配置到變壓器制造業(yè)務(wù)領(lǐng)域,走專、精、強的道路,以實現(xiàn)公司發(fā)展的集中戰(zhàn)略,同時加強市場滲透、市場開發(fā)和產(chǎn)品開發(fā)。 德誠公司的競爭戰(zhàn)略是：成本領(lǐng)先戰(zhàn)略和差異化戰(zhàn)略相結(jié)合的競爭戰(zhàn)略。 德誠公司發(fā)展戰(zhàn)略的實施途徑是：強化營銷能力,爭取市場份額；實施經(jīng)營創(chuàng)新,積極開拓市場；提高管理水平,降低產(chǎn)品成本；不斷開發(fā)新產(chǎn)品,打造核心競爭力。 第五部分重點探討了戰(zhàn)略實施中的一些主要問題,闡述戰(zhàn)略的實施方法和舉措,著重強調(diào)了實施舉措的條理性和實用性。 第六部分給出了本文結(jié)論。 本文的創(chuàng)新之處在于：借鑒了國內(nèi)變壓器行業(yè)三家領(lǐng)先企業(yè)的發(fā)展戰(zhàn)略,分析總結(jié)后,給作者以啟示；在探討戰(zhàn)略實施中的幾個主要問題時,注意了實施方法和舉措的條理性和實用性。
[Abstract]:Tak is a company founded in 1995, specializing in the production of transformer products for small and medium enterprises. The author as general manager of Decheng company, hope to use the theoretical knowledge and learning abilities of research and analysis at the Southwestern University of Finance and Economics EMBA, in Decheng company as the research object, in-depth research and analysis, draw the conclusion of scientific research, make a correct strategy for enterprise development. There is a clear and correct development strategy of the company, will has very important practical significance for the survival and development of the company's future. Tak
The basic idea is: through the analysis of the company NCN external macro environment, and the analysis of the domestic transformer industry development status and competition situation, find out the external opportunities and threats, combined with internal conditions and the company's Tak Shing, analyzes the advantages and disadvantages of the reference, leading enterprise development strategy clearly, Decheng company's vision and mission, put forward the strategic objectives of the company, develop to match the internal and external environment of the company's overall development strategy and competitive strategy, and expounds the main measures and methods for the implementation of the strategy.
The text of this article is divided into six parts. The main contents and main points are as follows:
The first part explains the necessity of the research on the development strategy of the company and the research method and theoretical basis used in the research, and briefly explains the research background and the purpose of the research.
Darwin's theory of evolution says: "to survive is not the strongest, nor the most intelligent, but those who can respond quickly to change." this is the natural law of survival of the fittest competition in the enterprise, as well as to comply with the laws of nature. Research the development strategy, the significance of this is the major, which can solve the problems of long-term decision-making and the development direction of the company, the company can obtain and maintain the competitive advantage, be able to quickly identify and can effectively adapt to the changes, so the company can survive in the fierce competition, and access to development opportunities.
The theoretical basis and main methods used in the study are: strategic management process model, Michael Porter's five strength models, competition analysis method, external factor evaluation (EFE) matrix, internal factor evaluation (IFE) matrix, advantage weakness opportunity threat (SWOT) matrix.
The second part mainly analyzes the company's external environment. Tak
1, the external Decheng company facing the macro situation, economic policy, and from the political, social and cultural, four aspects of the technical analysis, found the following changes:
In the political and policy aspects: the new national government proposed the strategic goal of the two one hundred years "and" China dream "; the new government to vigorously promote the reform, provide the bonus system for upgrading China economic transformation; the new government to implement structural tax cuts," replacing business tax with value-added tax(VAT) ", support the development of enterprises the new government; to vigorously support the real economy and the development of small and medium-sized enterprises; western development support the national industrial policy, vigorously develop the urbanization construction and railway construction, the introduction of local government to promote private economic development policies, to encourage private enterprise development.
On the economic side, the economic growth slowed down, the government maintained stable macroeconomic policies, and the transformation and upgrading of the economy, adjusting and optimizing the structure, and the shrinking market demand, the industrial prices continued to fall.
In the social and human aspects: "talent" is hard to seek, the cost of human resources has risen sharply, the demographic dividend has gradually disappeared, and the aging of the population begins.
On the technical side, the application of the Internet brings new business ways to enterprises, and the promotion of energy saving and environmental protection products produces new business opportunities.
2, the development of the domestic transformer industry is analyzed.
The transformer products, transformer market and transformer manufacturer are introduced in detail. The dry type transformers, aluminum conductor transformers, amorphous alloy transformers and box type transformers are mainly introduced.
The transformer industry scale: 2012 domestic transformer industry total industrial output value of 322 billion 260 million yuan, an increase of 7.30%; sales revenue 317 billion 74 million yuan, an increase of 9.28%; at the same time, industry sales profit rate remained above 10%. The transformer manufacturing industry production and sales growth, industry profitability is strong.
The transformer industry has good market prospects: the national energy-saving emission reduction policies for the development of transformer industry hope; accelerate the development of hydropower project to bring the market demand for the transformer industry; new energy generation and bring new opportunities for the transformer; the transformer industry will promote the development of national power grid construction investment in Railway construction; increase of transformer demand; urbanization led to the construction of transformer products.
3, the competition analysis method of Michael Porter's five power model is used to analyze the competition pattern of the domestic transformer industry market.
According to the scale of enterprises, the existing enterprises in the domestic transformer industry are divided into three camps. The competition pattern is: the first camp is weak, the second camp has strong competition, and the third camps are very competitive.
Second, there are more potential new players in the transformer industry, but the small size of the large size is less, so the threat of competition is little.
There is no replacement for the transformer at present.
Most of the raw materials of the transformer products are bulk commodities, and the price is greatly influenced by the international commodity market, so the suppliers' bargaining power is general.
The customer concentration of the transformer product is very high, mainly for the electric power department, and the customer's bargaining power is very strong.
4, from the development strategy of domestic transformer industry of three leading enterprises, the analysis found that: as long as in the more intense market competition environment of the enterprises, have taken to open up market market penetration strategy and market development strategy. In order to improve the core competitiveness of enterprises, product development strategy is almost every enterprise can adopt the strategy.
5, according to the company's external environment Decheng above analysis, summed up the company's external opportunities and external threats, the use of external factors evaluation (EFE) matrix analysis, the conclusion is: the company NCN can make full use of external opportunities and avoiding external threats.
The third part through the analysis of the internal situation of Decheng company, summed up the timex company's strengths and weaknesses, using the internal factor evaluation (IFE) matrix analysis, the conclusion is: the company's internal situation is relatively strong Tak.
The fourth part is the main part of this article. According to the above analysis are summarized Decheng company's external opportunities and external threats, Decheng company's strengths and weaknesses, with (SWOT) strategic matching matrix, to match the strategic analysis, formulate the development strategy of Decheng company.
Tak Shing, the company's vision is: we should strive to become the leading enterprises in Sichuan Province, transformer industry, and for the country, customers, shareholders and employees to provide a good return.
Decheng company's mission is: to uphold the virtue first, treat people with sincerity, quality first, customer supreme purpose, provide the transformer quality and cheap products and satisfactory service for customers, realize the leap in the competition, with our wisdom and sweat.
Decheng company in 12 years of future strategic objectives are: Sales of more than 30% annual growth, annual sales of 1 billion yuan, Sichuan province has become the lowest cost producer in transformer industry, Sichuan province has become the transformer industry top three, designed to do, to do fine and stronger enterprises, the principle for the value of a company.
The development strategy of the company is: Decheng all resources allocation to the company transformer manufacturing business, go professional, fine, strong road, to achieve the company's development strategy, and strengthen market penetration, market development and product development.
Tak Shing, the company's competitive strategy is: differentiation strategy and cost leadership strategy combining the competition strategy.
The implementation approach of the development strategy of the company is: Tak Shing, strengthen the marketing ability, win the market share; the implementation of management innovation, and actively explore the market; improve the management level, reduce the cost of products; and constantly develop new products, to build the core competitiveness.
The fifth part focuses on some major problems in the implementation of the strategy, and expounds the implementation methods and measures of the strategy, laying stress on the orderliness and practicability of the implementation measures.
The sixth part gives the conclusion of this paper.
The innovation of this paper is: learning from the development strategy of the three leading enterprises in the transformer industry in China, after analyzing and summarizing, it gives the inspiration to the author. When discussing several main problems in the implementation of the strategy, we pay attention to the orderliness and practicability of the implementation methods and measures.

【學(xué)位授予單位】：西南財經(jīng)大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F426.4;F272

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