本文選題：戰(zhàn)略管理 + 產(chǎn)品戰(zhàn)略��； 參考：《哈爾濱工業(yè)大學》2015年碩士論文

【摘要】：現(xiàn)階段從中國量刃具市場的總體情況來看,傳統(tǒng)的量具刃具技術(shù)還處于總體的弱勢地位,量具刃具屬于消耗品,產(chǎn)品使用周期比較短,更新頻率較快。在國內(nèi)外市場上,有較大的需求,然而,國內(nèi)量具刃具產(chǎn)品并不能滿足工業(yè)需求,產(chǎn)品質(zhì)量不合格,導致工業(yè)配套產(chǎn)品報廢的情況時常發(fā)生,產(chǎn)品產(chǎn)能過剩而銷量不足。各個量具刃具廠產(chǎn)品單一,缺乏多樣化,許多產(chǎn)品呈現(xiàn)供過于求的狀況。規(guī)模小的量具刃具公司的不公平競爭,也干擾量刃具市場。哈量集團的銷量呈現(xiàn)逐年降低的趨勢,產(chǎn)品滯銷,積壓,庫存加大,應(yīng)收賬款無法回收,出現(xiàn)壞賬情況時有發(fā)生。究其根本原因,在于產(chǎn)品結(jié)構(gòu)不合理,缺乏一個整體有效的產(chǎn)品發(fā)展戰(zhàn)略,與發(fā)達國家相比,產(chǎn)品技術(shù)仍然不過硬。文章基于系統(tǒng)的戰(zhàn)略管理理論,運用的文獻法和對比分析法,重點運用SWOT分析法,結(jié)合中國量具刃具市場的現(xiàn)狀及產(chǎn)品市場的現(xiàn)狀,對哈量集團產(chǎn)品發(fā)展的現(xiàn)狀和發(fā)展戰(zhàn)略現(xiàn)狀進行詳盡的分析,找出其發(fā)展的問題所在,并找出成因。通過對哈量集團內(nèi)外部的環(huán)境進行分析解讀,利用SWOT分析法,找出其優(yōu)勢和不足的地方,分析其進行戰(zhàn)略選擇的重要性,對其整體戰(zhàn)略概況進行闡述,并制定相應(yīng)具體的產(chǎn)品發(fā)展戰(zhàn)略,進行細分與歸納,找出適合哈量集團發(fā)展的產(chǎn)品發(fā)展戰(zhàn)略選擇。最后,提出完成產(chǎn)品發(fā)展所需要的保障措施,以便更好的把產(chǎn)品發(fā)展戰(zhàn)略實施下去。哈量集團公司應(yīng)主要從加強產(chǎn)品升級、增加產(chǎn)品附加值入手,優(yōu)化內(nèi)部資源、開發(fā)核心基礎(chǔ)產(chǎn)品、開發(fā)科學的流程管理、提升產(chǎn)品營運管理水平、設(shè)定與發(fā)展內(nèi)外部環(huán)境相適應(yīng)的企業(yè)架構(gòu)等策略來實現(xiàn)新選擇的戰(zhàn)略目標,提升企業(yè)的核心競爭力。本文希望能夠為哈量集團制定新的產(chǎn)品戰(zhàn)略提供參考,同時為公司在同行業(yè)保持競爭優(yōu)勢地位提供指導性意見。
[Abstract]:According to the general situation of China's market, the traditional measuring tool technology is still in a weak position. The measuring tool belongs to consumables, the product life is short and the renewal frequency is fast. In the domestic and foreign market, there is a great demand. However, the domestic measuring tool products can not meet the industrial demand, the quality of the products is not up to standard, the situation of the industrial accessory products often occurs, the production capacity is overcapacity and the sales volume is insufficient. Each measuring tool factory product is single, lacks diversification, many products present the situation of oversupply. The unfair competition of small measuring tool companies also interferes with the market. The sales volume of Harbin quantity Group is decreasing year by year. The products are unsalable, backlog, inventory increase, accounts receivable can not be recovered, and bad debts occur from time to time. The fundamental reason lies in the unreasonable product structure and the lack of an overall effective product development strategy. Compared with the developed countries, the product technology is still not perfect. Based on the systematic strategic management theory, the paper uses the literature method and the comparative analysis method, and focuses on the SWOT analysis method, combining the current situation of the Chinese measuring tool market and the product market. This paper makes a detailed analysis on the present situation of product development and development strategy of Harbin quantity Group, finds out the problems and causes of its development. By analyzing the internal and external environment of Harbin quantity Group, using SWOT analysis, we find out its advantages and disadvantages, analyze the importance of its strategic choice, and expound the general situation of its overall strategy. And make the corresponding specific product development strategy, subdivide and sum up, find out the product development strategy choice suitable for the development of Harbin quantity Group. Finally, it puts forward the guarantee measures needed to complete the product development, so as to carry out the product development strategy better. Harbin quantity Group Company should mainly strengthen product upgrading, increase the added value of products, optimize internal resources, develop core basic products, develop scientific process management, and improve the level of product operation management. To achieve the new strategic goal and enhance the core competitiveness of the enterprise, we should set up the enterprise structure suitable for the development of internal and external environment. This paper hopes to provide reference for Harbin quantity Group to formulate new product strategy, and to provide guidance for the company to maintain its competitive advantage in the same industry.
【學位授予單位】：哈爾濱工業(yè)大學
【學位級別】：碩士
【學位授予年份】：2015
【分類號】：F426.4;F273.2

【參考文獻】

相關(guān)期刊論文 前10條

1 鄧寧;謝華錕;;第十三屆中國國際機床展覽會量具量儀展品述評[J];工具技術(shù);2013年10期

2 高文武;關(guān)勝俠;;論戰(zhàn)略管理對管理本質(zhì)的凸顯[J];武漢理工大學學報(社會科學版);2011年04期

3 楊波;劉偉;;新產(chǎn)品開發(fā)成功因素的文獻綜述與研究展望[J];科技進步與對策;2011年05期

4 諸雪峰;賀遠瓊;田志龍;;西方制造型企業(yè)服務(wù)戰(zhàn)略的實踐與啟示[J];科技進步與對策;2011年02期

5 陳建校;;企業(yè)戰(zhàn)略管理理論的發(fā)展脈絡(luò)與流派述評[J];學術(shù)交流;2009年04期

6 李強;楊光明;徐剛;陸丹;;從統(tǒng)計數(shù)據(jù)分析中國量具市場的現(xiàn)狀和發(fā)展趨勢[J];世界制造技術(shù)與裝備市場;2008年01期

7 閆朝華 ,李波;論新產(chǎn)品開發(fā)策略[J];CAD/CAM與制造業(yè)信息化;2005年05期

8 達世亮;汽車工業(yè)切削與刀具技術(shù)現(xiàn)狀[J];工具技術(shù);2004年09期

9 沈壯行;國內(nèi)外工具市場的運行態(tài)勢和若干思考[J];工具技術(shù);2004年09期

10 張錦高,謝凌玲;競爭戰(zhàn)略理論評述[J];理論月刊;2003年02期

，

本文編號：1926663