SMART公司在中國市場發(fā)展LED照明產(chǎn)業(yè)的戰(zhàn)略研究
發(fā)布時(shí)間：2019-07-07 06:59
【摘要】：本文基于全球金融危機(jī)導(dǎo)致歐美市場需求萎縮的大背景,首先提出了“中國傳統(tǒng)出口生產(chǎn)型企業(yè)如何應(yīng)對國際市場訂單減少的危機(jī)?企業(yè)如何實(shí)現(xiàn)單一出口向出口內(nèi)銷并重的戰(zhàn)略轉(zhuǎn)型?企業(yè)轉(zhuǎn)型如何選擇進(jìn)入中國市場的切入點(diǎn)?企業(yè)在制定開拓中國市場發(fā)展戰(zhàn)略會(huì)遇到哪些問題?企業(yè)應(yīng)當(dāng)如何糾正和克服這些問題?”等問題,進(jìn)而對國內(nèi)外關(guān)于企業(yè)戰(zhàn)略管理理論定義、競爭戰(zhàn)略理論定義、企業(yè)外部環(huán)境分析工具、企業(yè)內(nèi)部因素分析工具等相關(guān)理論進(jìn)行回顧�？紤]到中國傳統(tǒng)出口生產(chǎn)型企業(yè)戰(zhàn)略轉(zhuǎn)型的案例繁多,本文選取了在電子領(lǐng)域經(jīng)營多年SMART公司開拓中國LED照明市場的戰(zhàn)略制定和實(shí)施作為研究案例。本文首先介紹了SMART公司的歷史背景、經(jīng)營模式、經(jīng)營特點(diǎn)和經(jīng)營現(xiàn)狀,詳細(xì)分析了公司的人力資源構(gòu)成和企業(yè)核心競爭力。其次對公司所選擇的中國LED照明市場進(jìn)行了行業(yè)環(huán)境分析,通過SWOT分析。最終結(jié)合行業(yè)和公司自身的特點(diǎn),擬定了SMART公司開拓中國LED照明市場的戰(zhàn)略,并制定了短期、中期和長期的戰(zhàn)略目標(biāo)和戰(zhàn)略實(shí)施的保障措施。本文通過對中國LED照明市場的行業(yè)環(huán)境研究和產(chǎn)業(yè)鏈分析,結(jié)合SMART公司內(nèi)部研發(fā)能力、運(yùn)營能力、生產(chǎn)能力和質(zhì)量控制能力,總結(jié)出企業(yè)內(nèi)部優(yōu)勢和劣勢,并根據(jù)企業(yè)的核心競爭力和面對的市場機(jī)遇和威脅,制定出企業(yè)開拓中國LED照明市場、實(shí)現(xiàn)可持續(xù)增長的戰(zhàn)略實(shí)施方案。筆者通過對SMART公司在中國LED照明市場實(shí)施的企業(yè)戰(zhàn)略研究,指出了公司在未來發(fā)展的可預(yù)測前景,總結(jié)出企業(yè)的可持續(xù)發(fā)展思路,希望對國內(nèi)其余依賴國際市場訂單的出口生產(chǎn)型企業(yè)的戰(zhàn)略轉(zhuǎn)型選擇帶來一定的啟發(fā)。
[Abstract]:Based on the background that the global financial crisis has led to the contraction of market demand in Europe and the United States, this paper first puts forward "how can Chinese traditional export production enterprises cope with the crisis of decreasing orders in the international market?" How can enterprises realize the strategic transformation from single export to domestic export? How to choose the entry point of enterprise transformation into the Chinese market? What problems will enterprises encounter in formulating the development strategy of developing China's market? How should enterprises correct and overcome these problems? " And then the definition of enterprise strategic management theory, competitive strategy theory definition, enterprise external environment analysis tool, enterprise internal factor analysis tool and other related theories at home and abroad are reviewed. Considering that there are many cases of strategic transformation of traditional export production enterprises in China, this paper selects the strategy formulation and implementation of SMART company to open up LED lighting market in China for many years in the field of electronics as a research case. This paper first introduces the historical background, management mode, management characteristics and current situation of SMART Company, and analyzes in detail the composition of human resources and the core competitiveness of the company. Secondly, the industry environment of LED lighting market selected by the company is analyzed by SWOT. Finally, according to the characteristics of the industry and the company itself, the strategy of SMART company to open up the LED lighting market in China is drawn up, and the short-term, medium-term and long-term strategic objectives and the safeguard measures for the implementation of the strategy are formulated. Based on the research of industry environment and industrial chain analysis of LED lighting market in China, combined with the internal R & D ability, operation ability, production capacity and quality control ability of SMART company, this paper summarizes the internal advantages and disadvantages of the enterprise, and according to the core competitiveness of the enterprise and the market opportunities and threats faced by the enterprise, formulates the strategic implementation scheme of opening up the LED lighting market in China and realizing sustainable growth. Through the research on the enterprise strategy implemented by SMART Company in China's LED lighting market, the author points out the predictable prospect of the company's development in the future, sums up the ideas of sustainable development of the enterprise, and hopes to bring some inspiration to the strategic transformation choice of the other export production enterprises that rely on orders in the international market.
【學(xué)位授予單位】：廣東外語外貿(mào)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類號(hào)】：F272;F416.6
本文編號(hào)：2511355
[Abstract]:Based on the background that the global financial crisis has led to the contraction of market demand in Europe and the United States, this paper first puts forward "how can Chinese traditional export production enterprises cope with the crisis of decreasing orders in the international market?" How can enterprises realize the strategic transformation from single export to domestic export? How to choose the entry point of enterprise transformation into the Chinese market? What problems will enterprises encounter in formulating the development strategy of developing China's market? How should enterprises correct and overcome these problems? " And then the definition of enterprise strategic management theory, competitive strategy theory definition, enterprise external environment analysis tool, enterprise internal factor analysis tool and other related theories at home and abroad are reviewed. Considering that there are many cases of strategic transformation of traditional export production enterprises in China, this paper selects the strategy formulation and implementation of SMART company to open up LED lighting market in China for many years in the field of electronics as a research case. This paper first introduces the historical background, management mode, management characteristics and current situation of SMART Company, and analyzes in detail the composition of human resources and the core competitiveness of the company. Secondly, the industry environment of LED lighting market selected by the company is analyzed by SWOT. Finally, according to the characteristics of the industry and the company itself, the strategy of SMART company to open up the LED lighting market in China is drawn up, and the short-term, medium-term and long-term strategic objectives and the safeguard measures for the implementation of the strategy are formulated. Based on the research of industry environment and industrial chain analysis of LED lighting market in China, combined with the internal R & D ability, operation ability, production capacity and quality control ability of SMART company, this paper summarizes the internal advantages and disadvantages of the enterprise, and according to the core competitiveness of the enterprise and the market opportunities and threats faced by the enterprise, formulates the strategic implementation scheme of opening up the LED lighting market in China and realizing sustainable growth. Through the research on the enterprise strategy implemented by SMART Company in China's LED lighting market, the author points out the predictable prospect of the company's development in the future, sums up the ideas of sustainable development of the enterprise, and hopes to bring some inspiration to the strategic transformation choice of the other export production enterprises that rely on orders in the international market.
【學(xué)位授予單位】：廣東外語外貿(mào)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類號(hào)】：F272;F416.6
【參考文獻(xiàn)】
相關(guān)期刊論文 前2條
1 謝文新;;東莞制造業(yè)的結(jié)構(gòu)調(diào)整和升級(jí)[J];國際經(jīng)貿(mào)探索;2007年02期
2 張蕊;;中小企業(yè)競爭戰(zhàn)略研究[J];河北企業(yè);2006年09期
，本文編號(hào)：2511355
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