本文選題：愛立信　切入點：戰(zhàn)略　出處：《西南財經(jīng)大學(xué)》2013年碩士論文

【摘要】：本文以愛立信這個在全球通信設(shè)備行業(yè)中的標(biāo)桿企業(yè)作為研究對象,對該企業(yè)的發(fā)展現(xiàn)狀和競爭環(huán)境進(jìn)行了全面的分析。本文系統(tǒng)地論述了愛立信這個跨國電信設(shè)備企業(yè)的基本情況以及其內(nèi)外部環(huán)境情況。其中對外部情況的分析采用了總體經(jīng)營環(huán)境分析(PEST)、行業(yè)環(huán)境分析(SCP)和市場和競爭環(huán)境分析(五力模型)等方法。 總體來說,愛立信在通信設(shè)備領(lǐng)域具有較強(qiáng)的競爭力,在全球行業(yè)內(nèi)也屬于舉足輕重的企業(yè)。無論是在西方國家的政策支持導(dǎo)向,還是在技術(shù)和成熟度等方面對公司的業(yè)務(wù)發(fā)展都較為有利。基于對行業(yè)環(huán)境的分析,愛立信也在積極調(diào)整發(fā)展戰(zhàn)略。當(dāng)今在全球電信設(shè)備市場中,愛立信、諾基亞西門子、華為這三家企業(yè)已成為主導(dǎo)廠家,份額總量超過70%,市場地位穩(wěn)固。愛立信同時也開展兼并和業(yè)務(wù)重組等措施,以擴(kuò)大在全球的影響力。在面對競爭的激烈,愛立信在面對全球的經(jīng)營環(huán)境不容樂觀。在通信設(shè)備行業(yè)“一家獨大”的情形一去不返的局面下,愛立信該如何突破自己發(fā)展的瓶頸,擺脫追趕著業(yè)務(wù)的蠶食,本文將基于五力模型進(jìn)行詳細(xì)的分析。 對企業(yè)內(nèi)部環(huán)境的分析,本文從管理能力分析、技術(shù)能力分析和財務(wù)能力分析三個方面進(jìn)行了全面的論述。從這三個方面可以發(fā)現(xiàn),愛立信作為通信設(shè)備行業(yè)的標(biāo)桿企業(yè),其在內(nèi)部管理方面做得特別優(yōu)秀。在財務(wù)能力方面,愛立信在主營業(yè)務(wù)收入方面呈現(xiàn)比較穩(wěn)定增長的態(tài)勢,而且成本控制較好。研發(fā)費用和管理及一般費用方面也跟主營業(yè)務(wù)收入一樣保持同等的增長水平。不過愛立信利潤呈現(xiàn)下降的趨勢,市場占有率正在被稀釋,這是與中國本土的通信設(shè)備制造產(chǎn)商的低價競爭策略讓愛立信市場占有率削弱的同時,被動采取降價的策略分不開的。另外愛立信的現(xiàn)金流利率較好,抗風(fēng)險能力較高,這是公司為應(yīng)對金融危機(jī)特意準(zhǔn)備的；作為一個國際具有巨大影響力的企業(yè),其風(fēng)險意識較高,這點值得很多公司學(xué)習(xí)。 未來網(wǎng)絡(luò)社會的三大趨勢：一是移動寬帶業(yè)務(wù)會是主流；二是云時代的到來；三是移動數(shù)據(jù)會有飛躍的發(fā)展。作為通信設(shè)備公司領(lǐng)頭羊的愛立信來說,今后的戰(zhàn)略思維必須圍繞這三個趨勢轉(zhuǎn)動；即沿著移動、寬帶、云三大方向進(jìn)行產(chǎn)品設(shè)計和開發(fā)。愛立信未來的長期戰(zhàn)略規(guī)劃是以高于市場的速度增長,實現(xiàn)業(yè)內(nèi)最高利潤,提高合資企業(yè)的收益,并確保充沛的現(xiàn)金流。愛立信在公司戰(zhàn)略方面,需要兼顧有保有壓的策略,即在傳統(tǒng)優(yōu)勢領(lǐng)域需要繼續(xù)保持其優(yōu)勢,在新興戰(zhàn)略潛力方面需要加快實施擴(kuò)張策略,在優(yōu)勢不明顯的行業(yè)實行切割,實現(xiàn)戰(zhàn)略收縮。為實現(xiàn)上述戰(zhàn)略目標(biāo),愛立信需要制定具體的實施計劃：第一,整合移動寬帶、電信管理服務(wù)以及運營支撐系統(tǒng)與業(yè)務(wù)支撐系統(tǒng)的資源優(yōu)勢；第二,贏得市場份額；第三,兼并、收購和建立合作伙伴關(guān)系。未來網(wǎng)絡(luò)社會的市場容量看上去雖然很美,但是要把握技術(shù)發(fā)展和推廣的節(jié)奏和方式,以及需要考慮到市場的成熟度和消費者的接受能力。過分超前發(fā)展往往會導(dǎo)致新技術(shù)推廣的失敗,造成大量通信設(shè)備的滯銷的問題。在戰(zhàn)略并購的過程中,遵循先現(xiàn)行市場后未來市場,先急需后緩需的原則,把握兼并的節(jié)奏問題。在先進(jìn)技術(shù)研究發(fā)展的過程,需要根據(jù)市場的變化及時作出調(diào)整。
[Abstract]:This paper makes a comprehensive analysis of the development situation and competitive environment of Ericsson , which is a benchmark enterprise in the global communication equipment industry . This paper systematically discusses the basic situation of this transnational telecom equipment enterprise and its external environment . The analysis of the external situation adopts the general management environment analysis ( PEST ) , industry environment analysis ( SCP ) and market and competition environment analysis ( five - force model ) .

Ericsson , Nokia Siemens and Huawei have become the leading manufacturers in the global telecom equipment market . Ericsson , Nokia Siemens and Huawei have become the leading manufacturers in the global telecom equipment market . Ericsson , Nokia Siemens and Huawei have become the leading manufacturers . In the face of fierce competition , Ericsson also carries out merger and business restructuring to expand its influence on the global business environment . In the face of the fierce competition , Ericsson is not optimistic about how to break through the bottleneck of its own development . In this paper , it will carry out detailed analysis based on the five - force model .

According to the analysis of the internal environment of the enterprise , this paper makes a comprehensive exposition from three aspects of management capability analysis , technical capability analysis and financial capability analysis . From these three aspects , Ericsson is regarded as the benchmark enterprise of communication equipment industry , which is very good in internal management .
As an international enterprise with great influence , its risk consciousness is high , which is worth studying by many companies .

Three major trends in the future network society : one is the mainstream of mobile broadband business ;
Second , the coming of the cloud era ;
Third , mobile data will develop . As the Ericsson of the leader of the communication equipment company , the future strategic thinking must rotate around these three trends ;
The long - term strategic planning of Ericsson in the future needs to be higher than the market speed , realize the highest profit in the industry , increase the income of the joint venture , and ensure abundant cash flow . In order to realize the strategic objective , Ericsson needs to quicken the implementation of the expansion strategy , and realize strategic contraction in the industries with the advantages of less obvious advantage . In order to realize the above - mentioned strategic objective , Ericsson needs to formulate concrete implementation plan : First , integrate mobile broadband , telecommunication management service and the resource advantage of operation support system and service support system ;
secondly , gaining market share ;
Third , merger , acquisition and establishment of partnerships . The market capacity of the future network society appears to be beautiful , but to grasp the pace and way of technology development and popularization , and needs to take into account the maturity of the market and the acceptance ability of consumers . In the process of strategic merger and acquisition , it is often necessary to take into account the market maturity and the consumer acceptance . In the process of strategic merger and acquisition , we should follow the principle of slow demand after the current market , and grasp the rhythm problem . In the process of the development of advanced technology research , it is necessary to make adjustments in time according to the changes in the market .

【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】：F416.4;F272

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本文編號：1718208