本文選題：競爭戰(zhàn)略 + 差異化競爭　； 參考：《北京交通大學(xué)》2017年碩士論文

【摘要】：隨著中國經(jīng)濟(jì)的快速發(fā)展、國家對于城市化建設(shè)的政策支持以及奧運(yùn)會、世博會、APEC會議、G20峰會等重要國際會議在我國召開,城市夜景照明越來越受到人們的重視。照明工程行業(yè)的蓬勃發(fā)展,也促使越來越多的照明工程企業(yè)躋身于行業(yè)的競爭。然而,由于2008年以來全球經(jīng)濟(jì)的大蕭條,照明工程行業(yè)的發(fā)展也面臨各種挑戰(zhàn),尤其是隨著國家房地產(chǎn)政策的調(diào)控,建筑樓體照明工程的發(fā)展出現(xiàn)了較大波動。面對機(jī)遇和挑戰(zhàn)并存的復(fù)雜環(huán)境,要想在激烈的市場競爭中保持持續(xù)快速的發(fā)展,照明工程企業(yè)必須制定新的競爭戰(zhàn)略以增強(qiáng)企業(yè)在競爭中的優(yōu)勢地位。本論文研究的問題是,在近幾年企業(yè)改革和創(chuàng)新的大潮流中,作為中國照明工程行業(yè)內(nèi)具有代表性的企業(yè)之一,M照明工程公司如何優(yōu)化企業(yè)的競爭戰(zhàn)略,使企業(yè)能夠迅速突破市場困境、并在眾多的競爭者中獲得優(yōu)勢競爭力、占據(jù)更多市場份額、創(chuàng)造更高收益。本論文的研究方法主要為案例研究法、文獻(xiàn)研究法、歸納法和調(diào)查法。論文從企業(yè)競爭戰(zhàn)略的角度出發(fā),首先闡述了論題研究的背景,之后對M照明工程公司進(jìn)行介紹,再利用“五力”模型對照明工程行業(yè)競爭環(huán)境進(jìn)行研究;通過SWOT分析法和價值鏈分析法對M照明工程公司的競爭優(yōu)勢、劣勢、競爭機(jī)會和競爭威脅進(jìn)行研究,對現(xiàn)有的競爭戰(zhàn)略存在的問題進(jìn)行分析。綜合這幾方面的研究,為M照明工程公司未來的發(fā)展提出了“雙軌制”競爭戰(zhàn)略:差異化競爭戰(zhàn)略和聯(lián)合型競爭戰(zhàn)略,并建議通過完善組織架構(gòu)、完善人才機(jī)制、加強(qiáng)財務(wù)管理、提升領(lǐng)導(dǎo)力水平、優(yōu)化產(chǎn)業(yè)鏈為競爭戰(zhàn)略的實施提供保障體系,以達(dá)到公司綜合競爭能力提升的目的。本論文的研究結(jié)論主要有兩方面:(1)結(jié)合M照明工程公司的實際情況,從品牌、技術(shù)、服務(wù)和經(jīng)營模式方面選擇差異化競爭戰(zhàn)略,不僅可以提升企業(yè)內(nèi)部資源的力量,而且能夠加強(qiáng)企業(yè)的核心競爭力。(2)聯(lián)合型競爭戰(zhàn)略,包括與價值鏈同一環(huán)節(jié)上競爭對手的協(xié)同聯(lián)合、與上下游產(chǎn)業(yè)鏈不同環(huán)節(jié)的企業(yè)聯(lián)合、地緣性資源的聯(lián)合、以及企業(yè)自我擴(kuò)張或并購實施規(guī)模經(jīng)濟(jì)型的聯(lián)合等方式,能夠聚集行業(yè)外部資源,為企業(yè)的發(fā)展創(chuàng)造新的競爭力,同時也能夠順應(yīng)照明工程行業(yè)的發(fā)展形勢以及全球經(jīng)濟(jì)市場的變化趨勢。本論文的研究不僅為M照明工程公司的發(fā)展提出了合理的競爭戰(zhàn)略,而且還為照明工程行業(yè)內(nèi)其他企業(yè)的戰(zhàn)略發(fā)展、提升綜合競爭能力提供了借鑒意義。
[Abstract]:With the rapid development of China's economy, the policy support for urbanization construction, the Olympic Games and other important international conferences, such as the World Expo and APEC meeting and G20 Summit, people pay more and more attention to the lighting of urban night scenes. The booming development of lighting engineering industry also urges more and more lighting engineering enterprises to enter the competition of the industry. However, due to the global economic depression since 2008, the development of lighting engineering industry is also facing various challenges, especially with the regulation of national real estate policies, the development of building lighting engineering has been fluctuated. Faced with the complex environment of both opportunities and challenges, in order to maintain a sustained and rapid development in the fierce market competition, lighting engineering enterprises must formulate new competitive strategies to enhance their dominant position in the competition. The problem studied in this paper is how to optimize the competitive strategy of China Lighting Engineering Company, as one of the representative enterprises in the field of lighting engineering in China, in the trend of enterprise reform and innovation in recent years. So that enterprises can quickly break through the market difficulties, and in many competitors to gain competitive advantage, occupy more market share, create higher returns. From the point of view of enterprise competition strategy, this paper first expounds the background of the research on the topic, then introduces M Lighting Engineering Company, and then studies the competitive environment of lighting engineering industry by using the "five forces" model. Through SWOT analysis and value chain analysis, the competitive advantages, disadvantages, competitive opportunities and competitive threats of M Lighting Engineering Company are studied, and the existing problems of competitive strategy are analyzed. Synthesizing the research in these aspects, this paper puts forward the "two-track system" competitive strategy for the future development of M Lighting Engineering Company: the differentiated competitive strategy and the combined competitive strategy, and proposes to perfect the talent mechanism by perfecting the organizational structure. Strengthen the financial management, improve the leadership level, optimize the industry chain for the implementation of competitive strategy to provide security system, in order to achieve the purpose of comprehensive competitiveness of the company. The research conclusion of this paper mainly includes two aspects: 1) combining with the actual situation of M Lighting Engineering Company, choosing the differentiated competitive strategy from the aspects of brand, technology, service and business model can not only enhance the strength of the internal resources of the enterprise. Moreover, it can strengthen the core competence of the enterprise. It can strengthen the joint competitive strategy, including the synergetic association with the competitors in the same link of the value chain, the association with the enterprises in different links of the upstream and downstream industrial chains, and the combination of geo-resources. As well as self-expansion or merger and acquisition implementation of economies of scale and other means, can aggregate external resources for the development of enterprises to create new competitiveness, At the same time, it can adapt to the development situation of lighting engineering industry and the changing trend of global economic market. The research in this paper not only puts forward a reasonable competitive strategy for the development of M Lighting Engineering Company, but also provides a reference for the strategic development of other enterprises in lighting engineering industry and the promotion of comprehensive competitive ability.
【學(xué)位授予單位】：北京交通大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2017
【分類號】：F426.6;F272

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