本文選題：三一重工 + 混凝土機(jī)械　； 參考：《中南大學(xué)》2013年碩士論文

【摘要】：三一重工作為國(guó)內(nèi)民營(yíng)企業(yè)的典型代表,依靠自主創(chuàng)新能力和強(qiáng)大的企業(yè)文化,抓住了中國(guó)市場(chǎng)機(jī)遇,實(shí)現(xiàn)了企業(yè)的快速發(fā)展�；炷翙C(jī)械是三一重工的核心業(yè)務(wù),一直占據(jù)行業(yè)領(lǐng)導(dǎo)者地位,然而近幾年卻面臨著嚴(yán)峻的挑戰(zhàn),市場(chǎng)份額開(kāi)始丟失,市場(chǎng)地位受到威脅。因此,在當(dāng)前市場(chǎng)環(huán)境下,三一重工應(yīng)當(dāng)調(diào)整自己的競(jìng)爭(zhēng)戰(zhàn)略,重新建立起競(jìng)爭(zhēng)優(yōu)勢(shì)。 論文通過(guò)PEST模型分析了三一重工混凝土機(jī)械發(fā)展的宏觀環(huán)境,通過(guò)五力模型分析了其行業(yè)環(huán)境,并進(jìn)一步分析了競(jìng)爭(zhēng)對(duì)手的主要競(jìng)爭(zhēng)策略,指出行業(yè)增速放緩、競(jìng)爭(zhēng)對(duì)手的挑戰(zhàn)、以及自身差異化優(yōu)勢(shì)的縮小是其面臨的主要威脅。同時(shí),通過(guò)SWOT進(jìn)行分析,結(jié)合三一重工既有戰(zhàn)略的現(xiàn)實(shí)基礎(chǔ),論文設(shè)計(jì)出三一重工混凝土機(jī)械競(jìng)爭(zhēng)戰(zhàn)略的主導(dǎo)選擇,即為：“一融”、“三化”,“一融”指產(chǎn)融結(jié)合,“三化”是國(guó)際化、差異化、一體化。 “一融”“三化”的提出,是基于對(duì)擴(kuò)張戰(zhàn)略、產(chǎn)品戰(zhàn)略、產(chǎn)業(yè)鏈戰(zhàn)略和價(jià)值鏈戰(zhàn)略的分析,除了延續(xù)和深化三一重工既有的國(guó)際化戰(zhàn)略和差異化戰(zhàn)略外,更加關(guān)注企業(yè)對(duì)自身產(chǎn)業(yè)鏈的完善、對(duì)核心能力的塑造和對(duì)客戶價(jià)值的創(chuàng)造。論文同時(shí)指出了實(shí)施這些戰(zhàn)略的重點(diǎn)舉措。 最后,根據(jù)三一重工競(jìng)爭(zhēng)戰(zhàn)略的調(diào)整方向,論文還提出了其戰(zhàn)略實(shí)施的三大保障：一是思想保障,主要為轉(zhuǎn)變經(jīng)營(yíng)觀念和企業(yè)文化建設(shè)；二是制度保障,主要是設(shè)置激勵(lì)措施和實(shí)施營(yíng)銷體制變革；三是人才保障,提高員工素質(zhì)和做好國(guó)際化人才儲(chǔ)備。
[Abstract]:Sany heavy Industry as a typical representative of private enterprises in China, relying on independent innovation ability and strong corporate culture, seized the opportunity of Chinese market and realized the rapid development of enterprises. Concrete machinery is the core business of Sany heavy Industry, which has always occupied the leading position of the industry. However, in recent years, it has been faced with severe challenges, market share began to lose, and the market position is threatened. Therefore, in the current market environment, Sany should adjust its competitive strategy and re-establish its competitive advantage. In this paper, the macro environment of Sany heavy concrete machinery development is analyzed by PEST model, the industry environment is analyzed by five-force model, and the main competitive strategies of competitors are further analyzed, and the slow growth rate of industry is pointed out. The challenges of competitors and the narrowing of their own differentiation advantages are the main threats they face. At the same time, through the analysis of SWOT, combined with the practical foundation of Sany heavy Industry's existing strategy, the paper designs the dominant choice of Sany heavy Industry concrete machinery competition strategy, that is, "one melt", "three turns", "one melt" refers to the combination of production and finance. The "three modernizations" are internationalization, differentiation and integration. Based on the analysis of expansion strategy, product strategy, industry chain strategy and value chain strategy, Sany's strategy of internationalization and differentiation has been extended and deepened. Pay more attention to the perfection of industry chain, to the core competence and to the creation of customer value. At the same time, the paper points out the key measures to implement these strategies. Finally, according to the adjustment direction of Sany's competitive strategy, the paper also puts forward three guarantees for its implementation: one is ideological security, mainly for the change of management concept and enterprise culture construction, the other is institutional guarantee. It is mainly to set up incentive measures and implement the reform of marketing system, and third, to ensure talents, improve the quality of employees and make a good job of international talent reserve.
【學(xué)位授予單位】：中南大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F426.4;F272

【參考文獻(xiàn)】

相關(guān)期刊論文 前10條

1 羅珉;企業(yè)競(jìng)爭(zhēng)戰(zhàn)略理論的創(chuàng)新[J];財(cái)經(jīng)科學(xué);2001年01期

2 邱國(guó)棟;馬鶴丹;;企業(yè)競(jìng)爭(zhēng)戰(zhàn)略思想的新發(fā)展[J];大連海事大學(xué)學(xué)報(bào)(社會(huì)科學(xué)版);2007年04期

3 聶福全 ,楊文莉;轉(zhuǎn)變競(jìng)爭(zhēng)觀念,倡導(dǎo)價(jià)值競(jìng)爭(zhēng)——談工程機(jī)械產(chǎn)品競(jìng)爭(zhēng)觀念的轉(zhuǎn)變[J];工程機(jī)械;2003年11期

4 張建偉,王今;我國(guó)工程機(jī)械行業(yè)國(guó)際競(jìng)爭(zhēng)力分析與提升對(duì)策[J];工程機(jī)械;2004年10期

5 曾祥;差異化競(jìng)爭(zhēng)策略在工程機(jī)械產(chǎn)品營(yíng)銷中的應(yīng)用[J];工程機(jī)械與維修;2004年08期

6 馬云澤;;信息化時(shí)代世界裝備制造業(yè)的軟化趨勢(shì)[J];桂海論叢;2007年03期

7 陳?ài)?;一般競(jìng)爭(zhēng)戰(zhàn)略的邏輯基礎(chǔ)重構(gòu)[J];管理學(xué)報(bào);2011年08期

8 譚國(guó)屏;田宇;;我國(guó)工程機(jī)械信用銷售模式探討——從銀行按揭到融資租賃[J];湖南工業(yè)職業(yè)技術(shù)學(xué)院學(xué)報(bào);2008年02期

9 習(xí)諫;;價(jià)值鏈戰(zhàn)略管理研究[J];河南社會(huì)科學(xué);2005年06期

10 劉艷梅;企業(yè)競(jìng)爭(zhēng)戰(zhàn)略管理理論三大主流學(xué)派的回顧與思考[J];哈爾濱工業(yè)大學(xué)學(xué)報(bào)(社會(huì)科學(xué)版);2002年02期

，

本文編號(hào)：1924758