本文選題：機(jī)械行業(yè) + 小微外貿(mào)企業(yè)　； 參考：《蘭州理工大學(xué)》2013年碩士論文

【摘要】：杭州LH機(jī)械有限公司(以下簡(jiǎn)稱LH公司)成立于2010年,根據(jù)《中小企業(yè)劃型標(biāo)準(zhǔn)規(guī)定》屬微型企業(yè),公司主要從事傳動(dòng)機(jī)械產(chǎn)品的出口銷售。近年來,LH公司所在的傳動(dòng)機(jī)械行業(yè)市場(chǎng)需求普遍疲軟,行業(yè)整體景氣度不佳,面臨巨大壓力。如何克服難關(guān)?如何突破瓶頸?本文從戰(zhàn)略管理基本概念入手,結(jié)合微型外貿(mào)企業(yè)的共性特點(diǎn)和發(fā)展趨勢(shì),梳理LH公司經(jīng)營概況及所處現(xiàn)狀,運(yùn)用PEST法分析LH公司面臨的外部宏觀環(huán)境；運(yùn)用“五力模型”法分析LH公司的行業(yè)競(jìng)爭(zhēng)力；運(yùn)用SWOT法對(duì)LH公司的優(yōu)勢(shì),劣勢(shì),機(jī)會(huì)和威脅進(jìn)行分析、歸納和總結(jié)。同時(shí)結(jié)合LH公司愿景、經(jīng)營目標(biāo)確定經(jīng)營戰(zhàn)略；基于選擇的經(jīng)營戰(zhàn)略提出具體的戰(zhàn)略實(shí)施方案。 本文認(rèn)為,LH公司面臨所有小微外貿(mào)企業(yè)共同面臨的宏觀環(huán)境；處于進(jìn)入壁壘低且競(jìng)爭(zhēng)激烈的小型機(jī)械傳動(dòng)零部件行業(yè),具有運(yùn)營成本低、客戶關(guān)系好、管理決策速度快等內(nèi)部條件優(yōu)勢(shì)和品牌缺乏、資金短缺、戰(zhàn)略缺失等劣勢(shì)；在“努力發(fā)展業(yè)務(wù),形成良好供應(yīng)鏈關(guān)系,力爭(zhēng)成為傳動(dòng)零部件行業(yè)的優(yōu)質(zhì)貿(mào)易商”的公司愿景、經(jīng)營目標(biāo)下,應(yīng)選擇市場(chǎng)縫隙戰(zhàn)略、聯(lián)合競(jìng)爭(zhēng)戰(zhàn)略、低成本戰(zhàn)略和差異化戰(zhàn)略。LH公司可以從以下方面實(shí)施經(jīng)營發(fā)展戰(zhàn)略：市場(chǎng)方面,利用自身的優(yōu)勢(shì),規(guī)避劣勢(shì),找尋最合適的市場(chǎng)空間；客戶方面,積極開發(fā)新客戶,同時(shí)維護(hù)老客戶,提高客戶滿意度及美譽(yù)度；成本方面,達(dá)到合格質(zhì)量的同時(shí),使耗費(fèi)資源最小化及投入成本最優(yōu)化；價(jià)格方面,為不同的客戶制定不同的價(jià)格標(biāo)準(zhǔn)；產(chǎn)品方面,根據(jù)不同的客戶需求實(shí)施差異化戰(zhàn)略；庫存方面,優(yōu)化庫存,在交貨期允許的情況下,嘗試實(shí)施“零庫存”；營銷策略方面,做強(qiáng)優(yōu)勢(shì)產(chǎn)品,逐步調(diào)整定價(jià)方法,提供產(chǎn)品附加價(jià)值外的服務(wù)等,通過各種銷售渠道拓寬客戶群。
[Abstract]:Hangzhou LH Machinery Co., Ltd. (hereinafter referred to as LH Company) was established in 2010, according to the "small and medium-sized enterprises" is a microenterprise, the company is mainly engaged in the export of transmission machinery products sales. In recent years, the market demand of transmission machinery industry is generally weak, the overall industry is not good, facing great pressure. How to overcome the difficulties? How to break through the bottleneck? Starting with the basic concept of strategic management, combined with the common characteristics and development trend of micro-foreign trade enterprises, this paper combs the general situation and the present situation of LH company, and analyzes the external macro environment of LH company by PEST method. This paper analyzes the industry competitiveness of LH company by using "five forces model" method, and analyzes the strengths, weaknesses, opportunities and threats of LH company by using SWOT method, and sums up and summarizes the advantages, disadvantages, opportunities and threats of LH company. At the same time, combined with the vision of LH company, the management goal is determined, and the specific strategy implementation scheme is put forward based on the selected management strategy. This paper holds that the company is faced with the macro environment that all the small and micro foreign trade enterprises are facing together, and in the small mechanical transmission parts industry with low barriers to entry and fierce competition, it has low operating cost and good customer relationship. The company vision of "strive to develop business, form a good supply chain relationship, strive to become a high-quality tradesman in the transmission parts industry", Under the management goal, we should choose the market gap strategy, the joint competition strategy, the low cost strategy and the differentiation strategy. LH company may carry out the management development strategy from the following aspects: in the market aspect, utilizes own superiority, avoids the inferiority, Look for the most suitable market space; customers, actively develop new customers, while maintaining old customers, improve customer satisfaction and reputation; cost, quality, while minimizing the cost of resources and input cost optimization; On the price side, we should set different price standards for different customers, implement differentiation strategy according to different customer needs, optimize inventory in inventory, and try to implement "zero inventory" when delivery time is allowed. In marketing strategy, we should strengthen the superior products, adjust the pricing method step by step, provide services beyond the added value of the products, and broaden the customer base through various sales channels.
【學(xué)位授予單位】：蘭州理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F272.3;F426.4

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