【摘要】：從上世紀(jì)七十年代至今，我國(guó)電梯行業(yè)歷經(jīng)四十余年的發(fā)展，已從無(wú)到有、從小變大，企業(yè)實(shí)力、技術(shù)水平、管理和營(yíng)銷手段等顯著提升。隨著電梯行業(yè)的不斷發(fā)展、電梯市場(chǎng)的不斷飽和，電梯領(lǐng)域的營(yíng)銷大戰(zhàn)日趨激烈。對(duì)于迅達(dá)公司來(lái)說(shuō)，伴隨產(chǎn)品技術(shù)和管理水平的提升，公司戰(zhàn)略略顯疲態(tài)，不能做到與時(shí)俱進(jìn)。面對(duì)同質(zhì)競(jìng)爭(zhēng)日趨激烈的中國(guó)電梯市場(chǎng)，如何才能使企業(yè)在每一輪的競(jìng)爭(zhēng)中立于不敗之地，如何根據(jù)自身特點(diǎn)拓展企業(yè)未來(lái)發(fā)展的空間，在公司層面制定并實(shí)施符合自身特點(diǎn)、行業(yè)特點(diǎn)的發(fā)展戰(zhàn)略，是其競(jìng)爭(zhēng)成敗甚至存亡的關(guān)鍵。 本文簡(jiǎn)要介紹了迅達(dá)公司的歷史和現(xiàn)狀，以所學(xué)習(xí)的管理知識(shí)，結(jié)合迅達(dá)中國(guó)電梯公司發(fā)展的實(shí)際情況，，對(duì)公司未來(lái)的發(fā)展戰(zhàn)略進(jìn)行了深入研究。在研究過(guò)程中，綜合運(yùn)用了PEST分析法、SWOT等戰(zhàn)略分析工具，分析了迅達(dá)公司的外部環(huán)境和內(nèi)部資源情況。 研究表明：迅達(dá)公司目前應(yīng)該選擇差異化戰(zhàn)略，并且在未來(lái)幾年條件成熟時(shí)將總成本領(lǐng)先戰(zhàn)略補(bǔ)充進(jìn)來(lái)。目前，企業(yè)通過(guò)加強(qiáng)技術(shù)開(kāi)發(fā)和升級(jí)，不斷為客戶提供高效的現(xiàn)場(chǎng)技術(shù)支持服務(wù)，一定能夠保持企業(yè)的較為領(lǐng)先競(jìng)爭(zhēng)地位。此外，經(jīng)過(guò)分析我們建議迅達(dá)公司需要在產(chǎn)品與技術(shù)研發(fā)、業(yè)務(wù)流程再造、管理制度完善、人力資源開(kāi)發(fā)優(yōu)化、品牌形象建設(shè)、與房企戰(zhàn)略合作等方面繼續(xù)改進(jìn)和提升。本文研究，可以為迅達(dá)公司管理層有針對(duì)性的制定公司戰(zhàn)略提供一定參考。
[Abstract]:From the 1970s to now, the elevator industry of our country has experienced more than 40 years of development, has been from nothing to exist, from small to large, enterprise strength, technical level, management and marketing means, and so on. With the development of elevator industry and the saturation of elevator market, the marketing war in elevator field is becoming more and more fierce. For Schindler, with the improvement of product technology and management level, the company strategy shows a bit of fatigue, unable to keep pace with the times. In the face of the increasingly fierce competition in China's elevator market, how to make enterprises in an invincible position in each round of competition, how to expand the future development space of enterprises according to their own characteristics, and how to formulate and implement in line with their own characteristics at the company level, The development strategy of industry characteristics is the key to the success or even survival of its competition. This paper briefly introduces the history and present situation of Schindler Company. With the management knowledge learned and the actual situation of the development of Schindler Elevator Company in China, the future development strategy of Schindler is deeply studied. In the course of the research, the external environment and internal resources of Schindler are analyzed by using the strategic analysis tools such as PEST analysis, SWOT and so on. The research shows that Schindler should choose differentiation strategy at present and complement the total cost leading strategy in the next few years when conditions are ripe. At present, through strengthening the technology development and upgrading, the enterprise will provide customers with efficient on-site technical support services, which will definitely maintain the enterprise's more leading competitive position. In addition, we suggest that Schindler should continue to improve and upgrade in product and technology research and development, business process reengineering, management system improvement, human resource development optimization, brand image construction, and strategic cooperation with housing enterprises. This study can provide some reference for the management of Schindler to formulate company strategy.
【學(xué)位授予單位】：天津大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F426.4;F272

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