本文選題：核心競爭力 + 策略�。� 參考：《西南交通大學(xué)》2013年碩士論文

【摘要】：在世界經(jīng)濟(jì)提振乏力、危機(jī)挑戰(zhàn)和機(jī)遇復(fù)雜交織的大背景下,一個(gè)缺乏核心競爭力的企業(yè),如何在日益激烈的市場競爭中贏得主動(dòng),如何獲取效益和價(jià)值?不論是中央大型企業(yè)集團(tuán),還是中小企業(yè),都愈來愈感覺到構(gòu)建核心競爭優(yōu)勢對(duì)持續(xù)發(fā)展的至關(guān)重要性。只有具備了強(qiáng)于競爭對(duì)手的獨(dú)特優(yōu)勢,企業(yè)才能更好地滿足用戶所需,才能占有更高的市場份額和獲取更高的利潤。世界知名企業(yè)成功經(jīng)營到“百年老店”境界的根本,在于具備主導(dǎo)市場的核心競爭力。 連續(xù)十年高速增長的發(fā)電設(shè)備制造業(yè)也同樣面臨這樣一個(gè)局面。整合五家傳統(tǒng)國企組建發(fā)電設(shè)備制造航母、中央企業(yè)裝備制造業(yè)排頭兵、中國內(nèi)地首批赴港上市的東方電氣集團(tuán)公司,面對(duì)當(dāng)前復(fù)雜多變的競爭環(huán)境,面對(duì)國內(nèi)外強(qiáng)勁的同行對(duì)于,對(duì)標(biāo)世界一流如何正確認(rèn)知在核心競爭力方面的優(yōu)勢和差距；通過資源整合、采取各種有效策略構(gòu)建高于競爭對(duì)手的獨(dú)特優(yōu)勢,保持企業(yè)的穩(wěn)定持續(xù)發(fā)展,這是本文作者探究的主要問題和希望找到的答案。 本文簡略分析了東方電氣集團(tuán)公司的發(fā)展歷程和行業(yè)特點(diǎn),剖析了該企業(yè)發(fā)展中所遇到的問題,以及其核心競爭力表現(xiàn)特征。 本文從核心競爭力的概念、核心競爭力的表現(xiàn)特征、構(gòu)建核心競爭力的途徑幾個(gè)方面,對(duì)核心競爭力理論精要進(jìn)行了概述。應(yīng)用戰(zhàn)略管理理論深入分析了發(fā)電設(shè)備市場需求,和來自國內(nèi)國際行業(yè)企業(yè)的競爭態(tài)勢,對(duì)國內(nèi)三大集團(tuán)核心競爭力強(qiáng)與弱做了對(duì)比分析。針對(duì)東方電氣要實(shí)現(xiàn)“建設(shè)最具國際競爭力的發(fā)電設(shè)備制造集團(tuán)”戰(zhàn)略目標(biāo)對(duì)其競爭力要素進(jìn)行全面分析評(píng)價(jià),對(duì)其整合資源能力、價(jià)值鏈和戰(zhàn)略定位進(jìn)行了存在問題、解決措施等詳盡論述。通過對(duì)發(fā)電設(shè)備產(chǎn)業(yè)分析、競爭態(tài)勢分析和東方電氣自身核心競爭能力分析,本文提出了企業(yè)應(yīng)當(dāng)著眼“提升管理、強(qiáng)化研發(fā)、振興質(zhì)量、降低成本、人才興企”等方面提升市場競爭力,從管理的整頓提升、技術(shù)創(chuàng)新、低成本策略、質(zhì)量振興、人才優(yōu)勢、企業(yè)文化、商業(yè)模式創(chuàng)新等方面提出核心競爭力構(gòu)建策略,達(dá)到提升東方電氣高于競爭對(duì)手的核心競爭力、增強(qiáng)市場主導(dǎo)能力的目的。 本人在發(fā)電設(shè)備制造一流公司東方電氣從事管理工作,熟悉和經(jīng)歷了中國乃至世界發(fā)電設(shè)備制造業(yè)的市場井噴、平穩(wěn)調(diào)整、低谷和需求結(jié)構(gòu)的深度變化,深刻地體會(huì)到只有對(duì)標(biāo)世界一流主動(dòng)提升公司運(yùn)營水平、整合各類人才資源提升企業(yè)價(jià)值,構(gòu)建高于競爭對(duì)手的核心競爭力,企業(yè)才有充分的市場話語權(quán)而居于競爭主動(dòng)。希望本文的研究能對(duì)中國發(fā)電設(shè)備行業(yè)提升競爭能力起到一定的借鑒。
[Abstract]:Under the background that the world economy is weak, the crisis challenges and opportunities are intertwined, how to win the initiative in the increasingly fierce market competition, how to obtain the benefit and the value? Both the central large enterprise group and the small and medium-sized enterprises are increasingly aware of the importance of building core competitive advantage to sustainable development. Only with the unique advantage of stronger than the competitors, enterprises can better meet the needs of users, can they occupy a higher market share and obtain higher profits. The key to the successful operation of world-famous enterprises to the "hundred-year-old shop" lies in the core competitiveness of the leading market. Ten years of high-speed growth in power equipment manufacturing industry is also faced with such a situation. Integrating five traditional state-owned enterprises to build power generation equipment and aircraft carriers, leading the equipment manufacturing industry of central enterprises, and the first batch of Dongfang Electric Group companies listed in Hong Kong in mainland China, facing the current complex and changeable competitive environment. In the face of the strong peer at home and abroad, how to correctly recognize the advantages and gaps in core competitiveness, how to correctly recognize the advantages and gaps in core competitiveness, and how to adopt various effective strategies to build a unique advantage over the competitors, through the integration of resources, To keep the steady and sustainable development of the enterprise is the main question and the answer that the author hopes to find. This paper briefly analyzes the development course and industry characteristics of Dongfang Electric Group Company, analyzes the problems encountered in the development of the company and the performance characteristics of its core competitiveness. This paper summarizes the theory of core competence from the following aspects: the concept of core competence, the characteristics of core competence and the ways to construct core competence. Based on the theory of strategic management, the market demand of power generation equipment and the competitive situation of domestic and international enterprises are analyzed in depth, and the strong and weak core competitiveness of the three domestic groups are compared and analyzed. In order to realize the strategic goal of "building the most internationally competitive power generation equipment manufacturing group", Dongfang Electric comprehensively analyzes and evaluates its competitive factors, and problems exist in its ability to integrate resources, value chain and strategic orientation. The measures to solve the problem are discussed in detail. Through the analysis of power generation equipment industry, competitive situation analysis and the analysis of Dongfang Electric's core competitive ability, this paper puts forward that enterprises should focus on improving management, strengthening R & D, revitalizing quality and reducing cost. Improving market competitiveness from aspects of management rectification, technological innovation, low cost strategy, quality revitalization, talent advantage, corporate culture, business model innovation and so on. To enhance the core competitiveness of Dongfang Electric above its competitors, and enhance the market leading ability. I am engaged in the management work of Dongfang Electric, a leading power equipment manufacturing company, familiar with and experienced the market blowout, steady adjustment, low valley and deep change of demand structure in China and the world power equipment manufacturing industry. It is deeply realized that only by actively promoting the operation level of the company, integrating all kinds of human resources to enhance the value of the enterprise, and constructing the core competitiveness higher than the competitors, can the enterprise have sufficient market voice and take the initiative in the competition. I hope the research in this paper can be used for reference to improve the competitiveness of China's power generation equipment industry.
【學(xué)位授予單位】：西南交通大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F426.6;F271

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本文編號(hào)：1849755