本文關(guān)鍵詞： KMS 柴油發(fā)電機(jī)組 市場競爭策略　出處：《西南財(cái)經(jīng)大學(xué)》2013年碩士論文　論文類型：學(xué)位論文

【摘要】：成立于1919年2月的美國KMS公司是全球最大的獨(dú)立發(fā)動機(jī)制造商,作為擁有全球190多個國家和地區(qū)的600多家分銷機(jī)構(gòu)和6500多個經(jīng)銷商網(wǎng)點(diǎn)的KMS公司,其電力事業(yè)部是全球發(fā)電系統(tǒng)及其相關(guān)產(chǎn)品服務(wù)的領(lǐng)軍供應(yīng)商。KMS在1979年成立北京辦事處,成為最早在中國進(jìn)行發(fā)動機(jī)本地化生產(chǎn)的西方柴油機(jī)公司之一,2011年KMS在華銷售額逾37億美元,其中電力事業(yè)部銷售額逾2億美金,中國區(qū)已經(jīng)成為KMS全球規(guī)模最大、增長最快的海外市場。 在競爭愈來愈激烈的國際環(huán)境下,KMS公司要如何保證產(chǎn)品營銷的成功,如何適應(yīng)快速發(fā)展的中國市場。中國柴油發(fā)電機(jī)行業(yè)的興起,伴隨著中國城市化進(jìn)程加快、社會發(fā)展日新月異。發(fā)電機(jī)組需求連年上升,如何決勝中國市場,成為創(chuàng)造更高業(yè)績、贏得全球市場銷量寶座的重要課題。 柴油發(fā)電機(jī)組是KMS公司唯一的可提供給最終用戶的民用產(chǎn)品,研究它的市場競爭策略,對于KMS公司在中國的市場份額的增長有著重大意義。因此,本課題著重研究的是,要采取怎樣的市場競爭策略,來實(shí)現(xiàn)KMS柴油發(fā)電機(jī)組在中國市場的增長。 本文在研究KMS公司成功的市場競爭之道的同時,也希望通過研究結(jié)論,為中國柴油發(fā)電機(jī)組企業(yè)的發(fā)展策略提供參考。通過研究發(fā)現(xiàn),柴油發(fā)電機(jī)組廠商在產(chǎn)品的開發(fā)和制造技術(shù)上相差無幾,而在品牌影響力、客戶服務(wù)滿意度、營銷策略和核心技術(shù)方面拉開了距離。本文在利用競爭理論分析了中國柴油發(fā)電機(jī)組市場競爭環(huán)境之后,結(jié)合KMS公司內(nèi)部資源與能力的研究,提出了KMS公司建設(shè)企業(yè)核心競爭力的方式和策略。本文還研究了KMS柴油發(fā)電機(jī)組在中國發(fā)展的歷史沿革、營銷策略和營銷成果,通過SWOT分析對KMS公司自身的優(yōu)勢、劣勢,面臨的機(jī)會、威脅進(jìn)行探討后,對其市場競爭策略進(jìn)行了建議。 本文在第一章主要介紹了中國柴油發(fā)電機(jī)組的行業(yè)的發(fā)展?fàn)顩r和市場競爭環(huán)境；第二章主要對KMS品牌的發(fā)展歷程做了介紹,對KMS柴油發(fā)電機(jī)的產(chǎn)品現(xiàn)狀、目標(biāo)市場、主要競爭對手進(jìn)行了概述,基于對KMS公司內(nèi)部資源的分析,得出了KMS柴油發(fā)電機(jī)組在中國市場的核心競爭力；第三章利用SWOT模型對KMS公司的競爭和發(fā)展做出了細(xì)致的討論,對影響競爭力發(fā)展的因素進(jìn)行了闡述,為下文對KMS公司的競爭策略優(yōu)化奠定了基礎(chǔ)；第四章根據(jù)KMS的核心競爭力,結(jié)合SWOT分析做出了競爭策略的分析和選擇；第五章通過對KMS競爭策略的分析,對中國內(nèi)內(nèi)企業(yè)的發(fā)展提供了策略上的建議。
[Abstract]:Founded in February 1919, KMS is the largest independent engine manufacturer in the world. As a KMS company with more than 600 distribution agencies and more than 6, 500 dealer outlets in more than 190 countries and regions around the world, KMS Co., Ltd. is the largest independent engine manufacturer in the world. Its electric power division is the leading supplier of global power generation systems and related products and services. KMS established its Beijing office in 1979. In 2011, KMS sold more than US $3.7 billion in China, of which more than US $200 million was sold by the Electric Power Division. China has become KMS's largest company in the world. The fastest growing overseas market. In the increasingly competitive international environment, how to ensure the success of product marketing and how to adapt to the rapid development of China's market. The rise of China's diesel generator industry, along with the accelerated process of urbanization in China, Social development is changing with each passing day. The demand for generating sets has been rising year after year. How to win the Chinese market has become an important issue to create higher performance and win the global market sales position. Diesel generator set is the only civilian product that KMS company can provide to end user. Studying its market competition strategy is of great significance to the growth of KMS company's market share in China. What kind of market competition strategy should be adopted to realize the growth of KMS diesel generator set in Chinese market. This paper, while studying the successful market competition of KMS Company, also hopes to provide a reference for the development strategy of Chinese diesel generator set enterprises through the conclusion of the research. The manufacturers of diesel generator sets are similar in product development and manufacturing technology, but in brand influence, customer service satisfaction, After analyzing the competitive environment of China's diesel generator market by using the competition theory, this paper combines the research of KMS's internal resources and capabilities. This paper also studies the history, marketing strategy and marketing achievement of KMS diesel generator set in China, and analyzes the advantages and disadvantages of KMS Company through SWOT analysis. After discussing the opportunities and threats, the paper gives some suggestions on the market competition strategy. In the first chapter, the author mainly introduces the development situation and market competition environment of diesel generator set in China, the second chapter mainly introduces the development course of KMS brand, the product status quo and target market of KMS diesel generator. Based on the analysis of the internal resources of KMS, the core competitiveness of KMS diesel generator set in Chinese market is obtained. Chapter three makes a detailed discussion on the competition and development of KMS Company by using SWOT model. The factors that affect the development of competitiveness are expounded, which lays a foundation for the optimization of competition strategy of KMS Company. Chapter 4th makes the analysis and choice of competitive strategy according to the core competence of KMS and the analysis of SWOT. Chapter 5th provides suggestions for the development of domestic enterprises through the analysis of KMS competition strategy.
【學(xué)位授予單位】：西南財(cái)經(jīng)大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F271;F416.4

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