本文關(guān)鍵詞：快循環(huán)市場下小米科技的競爭戰(zhàn)略研究　出處：《西南財(cái)經(jīng)大學(xué)》2014年碩士論文　論文類型：學(xué)位論文

  更多相關(guān)文章： 小米科技 快循環(huán)市場 環(huán)境分析 競爭戰(zhàn)略 國際化

【摘要】：隨著科技的進(jìn)步,智能手機(jī)逐漸成為“日常用品”。目前,中國智能手機(jī)市場的規(guī)模不斷擴(kuò)大,市場競爭程度卻也相應(yīng)增加。同行競爭壓力越發(fā)嚴(yán)峻,給手機(jī)廠商帶來了不斷攀升的競爭壓力。小米科技成立之初便選擇了本就火熱的智能手機(jī)市場。而后歷經(jīng)三年時(shí)間,與蘋果、三星、華為等世界級(jí)企業(yè),同列中國智能手機(jī)市場前十名品牌。2012年,僅僅憑借三款機(jī)型,實(shí)現(xiàn)了719萬的銷量,其發(fā)展態(tài)勢堪稱奇跡。 小米所處的智能手機(jī)市場是快循環(huán)市場的典型代表,進(jìn)入壁壘較低,市場呈現(xiàn)高度動(dòng)態(tài),此刻的佼佼者也很難保證下一刻的競爭優(yōu)勢的維持。這樣一個(gè)競爭激烈,不好經(jīng)營的市場,是什么造就了小米此時(shí)進(jìn)入市場的勇氣?外部宏觀環(huán)境究竟是否同想象中一樣糟糕?行業(yè)競爭環(huán)境是否如表面上那般殘酷?小米公司本身擁有何等過人之處,其企業(yè)文化、財(cái)務(wù)狀況、企業(yè)管理情況怎樣?研發(fā)創(chuàng)造能力、營銷能力和生產(chǎn)制造能力現(xiàn)狀如何?種種環(huán)境背景下,小米應(yīng)當(dāng)依靠什么戰(zhàn)略突出重圍?本文基于對(duì)“小米的奇跡”的思考,且擬從以下幾個(gè)方面,展開了對(duì)小米科技的研究。 一是小米科技的競爭戰(zhàn)略環(huán)境分析。包括外部宏觀環(huán)境、行業(yè)競爭狀況及自身內(nèi)部環(huán)境三個(gè)方面。外部宏觀環(huán)境的分析運(yùn)用PEST模型,從政治、經(jīng)濟(jì)、社會(huì)、技術(shù)四個(gè)方面展開。行業(yè)競爭情況的分析則借助五力模型,從供應(yīng)商的議價(jià)能力、行業(yè)競爭者的競爭、新進(jìn)入者威脅、購買者的議價(jià)能力及替代品的威脅五個(gè)部分著手。自身內(nèi)部環(huán)境分析部分,分別對(duì)其企業(yè)文化、財(cái)務(wù)狀況、研發(fā)能力、營銷能力、生產(chǎn)制造能力和企業(yè)管理六個(gè)方面進(jìn)行解讀。綜合小米科技的競爭戰(zhàn)略環(huán)境分析,得出其外部宏觀環(huán)境動(dòng)態(tài)變化,行業(yè)競爭情況因規(guī)模不足承受巨大壓力,而自身具有創(chuàng)新的競爭優(yōu)勢的結(jié)論； 二是參照內(nèi)外部環(huán)境因素,確定小米科技擴(kuò)充規(guī)模及不斷創(chuàng)新的競爭戰(zhàn)略目標(biāo),通過戰(zhàn)略定位為小米科技戰(zhàn)略設(shè)計(jì)提供標(biāo)準(zhǔn),從而確立首先提升知名度,其后通過擴(kuò)充產(chǎn)品線和擴(kuò)充市場以擴(kuò)充企業(yè)規(guī)模的階段性的競爭戰(zhàn)略； 三是對(duì)小米未來發(fā)展的展望。包括擴(kuò)充市場而選擇國際化的路線、方式、盈利模式選擇,以及需要解決的問題與建議。
[Abstract]:With the development of science and technology, smartphone has gradually become a "daily necessities". At present, the scale of China's smartphone market is expanding, but the market competition level is also increasing. The peer competition pressure is becoming more and more severe. The pressure on mobile phone makers has been rising. Xiaomi chose the booming smartphone market at the start of its existence. It then spent three years working with world class companies such as Apple, Samsung and Huawei. In 2012, with only three models, it achieved 7.19 million sales, and its development is a miracle. Xiaomi's smartphone market is a typical representative of the fast circulation market. The barriers to entry are low and the market is highly dynamic. It is very difficult for the best at this moment to guarantee the maintenance of the competitive advantage at the next moment. What makes Xiaomi the courage to enter the market at this time when the competition is fierce and the market is not easy to manage? Is the external macro environment as bad as thought? Is the competitive environment in the industry as brutal as it appears? What is Xiaomi's own enterprise culture, financial situation, and business management? What is the status of R & D creative, marketing and manufacturing capabilities? Under various circumstances, what strategy should Xiaomi rely on? Based on the "Miracle of Xiaomi", this paper studies Xiaomi technology from the following aspects. The first is the analysis of the competitive strategic environment of Xiaomi Science and Technology, which includes three aspects: external macro environment, industry competition condition and internal environment. The analysis of external macro environment uses PEST model to analyze from politics and economy. The analysis of the situation of industry competition is based on the five-force model, from the suppliers' bargaining power, the competition of industry competitors, the threat of new entrants. The buyer's bargaining power and the threat of alternatives. The internal environment analysis part, respectively on its corporate culture, financial situation, R & D capabilities, marketing capabilities. Six aspects of production and manufacturing capacity and enterprise management were interpreted. By analyzing the competitive strategic environment of Xiaomi Science and Technology, the dynamic changes of external macro environment were obtained, and the competition situation of the industry was under great pressure because of insufficient scale. And own has the innovation competition superiority conclusion; Second, referring to the internal and external environmental factors, to determine the scale of Xiaomi technology expansion and continuous innovation of the competitive strategic objectives, through strategic positioning for Xiaomi technology strategic design standards, thus establishing the first to enhance the visibility. After that, by expanding the product line and expanding the market, there is a phased competitive strategy to expand the scale of the enterprise; The third is the prospect of Xiaomi's future development, including expanding the market and choosing the way of internationalization, the choice of profit mode, as well as the problems and suggestions to be solved.
【學(xué)位授予單位】：西南財(cái)經(jīng)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F426.63

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