發(fā)布時間：2018-04-23 12:48

  本文選題：中小型加工企業(yè) + 細分市場　； 參考：《南京大學(xué)》2014年碩士論文

【摘要】：回溯至上世紀(jì)90年代,隨著改革開放政策的全面展開,越來越多的外資企業(yè)在中國投資建立工廠或選擇國內(nèi)企業(yè)作為他們的代加工工廠,這一變化直接催生了大大小小各式各樣的中小型出口加工企業(yè)。但是,隨著國內(nèi)經(jīng)濟發(fā)展帶來的各項成本的不斷上升、勞動力的緊缺以及墨西哥、巴西、越南等新興發(fā)展中國家的崛起,以勞動密集型為代表的中國傳統(tǒng)制造業(yè)的“低成本競爭優(yōu)勢”逐步喪失,眾多企業(yè)都不得不面對利潤降低、產(chǎn)能過剩、惡性競爭等一系列問題。這其中,有的企業(yè)成功完成了從勞動密集型到科技密集型企業(yè)的轉(zhuǎn)型,也有很多企業(yè)被迫關(guān)閉原有工廠而轉(zhuǎn)向經(jīng)營。但同時,還有一部分加工型企業(yè)抓住國內(nèi)市場迅速擴張的機會,逐步轉(zhuǎn)變代加工轉(zhuǎn)出口的經(jīng)營模式,開始主營國內(nèi)市場,并在一定的細分領(lǐng)域內(nèi)取得了相對較好的成績。本文所研究的H公司就是這類企業(yè)的一個典型。H公司是一個專業(yè)生產(chǎn)各類硅橡膠按鍵和塑料按鍵的工廠,自1993年成立到2003年間,公司所有的訂單都來源于國外的客戶。自2000年以后H公司也出現(xiàn)了訂單萎縮、銷售停滯的情況,并且成本的上升造成公司的利潤率不斷下滑。在這樣的困境下,2004年H公司果斷選擇組建自己的銷售隊伍,全力開拓國內(nèi)市場。經(jīng)過幾年的嘗試和努力,H公司在國內(nèi)市場己逐步站穩(wěn)腳跟,特別是在汽車電子產(chǎn)品的硅橡膠按鍵這一細分市場中取得了比較好的成績,占有了大約20%的市場份額,銷售業(yè)績逐年增加,利潤率逐步穩(wěn)定,成為行業(yè)內(nèi)小有名氣的公司。但是自2010年開始,由于全球經(jīng)濟危機漫延、硅橡膠按鍵產(chǎn)業(yè)的產(chǎn)能大幅度過剩、而國內(nèi)汽車產(chǎn)業(yè)大幅增長等原因,原先不被看重的汽車電子產(chǎn)品的硅橡膠按鍵這一細分市場逐漸被關(guān)注,競爭對手紛紛進入這一市場,H公司又再次面臨了挑戰(zhàn)。本文從H公司的問題入手,借助波特五力模型及SWOT分析工具,通過分析汽車電子產(chǎn)品硅橡膠按鍵產(chǎn)業(yè)的競爭現(xiàn)狀及趨勢,以及H公司在汽車電子這一細分市場內(nèi)的優(yōu)勢、劣勢、機會和威脅,試圖為H公司找出一個行之有效的競爭戰(zhàn)略以保證公司能夠長期穩(wěn)定的發(fā)展。同時這種分析方法和思路也能夠為遍布國內(nèi)各地,尤其是蘇南地區(qū)的小型加工型工廠提供一定的借鑒。
[Abstract]:Going back to the 1990s, with the comprehensive development of the policy of reform and opening up, more and more foreign enterprises invest in China to set up factories or choose domestic enterprises as their substitute processing factories. This change gave birth to all kinds of small and medium-sized export processing enterprises. However, with the rising costs of domestic economic development, the shortage of labor and the rise of emerging developing countries such as Mexico, Brazil and Vietnam, The "low cost competitive advantage" of Chinese traditional manufacturing industry represented by labor-intensive has been gradually lost, and many enterprises have to face a series of problems, such as profit reduction, overcapacity, vicious competition and so on. Some of them have successfully completed the transition from labor-intensive to technology-intensive enterprises, and many have been forced to close their original factories and switch to operation. But at the same time, some processing enterprises seize the opportunity of rapid expansion of the domestic market, gradually change the management mode of processing and transferring to export, start the main domestic market, and have achieved relatively good results in certain subdivision fields. The H Company studied in this paper is a typical of this kind of enterprises. H Company is a factory specializing in producing all kinds of silicone rubber keys and plastic keys. From its establishment in 1993 to 2003, all the orders of the company come from foreign customers. Since 2000, H has also seen orders shrink, sales stagnated, and rising costs have led to declining margins. In such a difficult situation, in 2004 H company resolutely choose to set up their own sales force, fully develop the domestic market. After several years of trial and effort, the company has gradually established its foothold in the domestic market, especially in the market segment of automotive electronics, silicone rubber buttons, which has achieved relatively good results, accounting for about 20% of the market share. The sales performance increases year by year, the profit margin stabilizes step by step, becomes the industry small-name company. However, since 2010, due to the spread of the global economic crisis, the silicone rubber key industry has had a large excess capacity, while the domestic automobile industry has grown substantially, and so on. The market segment of silicone rubber buttons, which was previously ignored as a car electronics product, is becoming more and more popular, and competitors are once again facing challenges in entering the market. Starting with the problems of H Company, with the help of Porter's five-force model and SWOT analysis tools, this paper analyzes the present situation and trend of the silicone rubber key industry of automotive electronic products, as well as the advantages and disadvantages of H Company in this sub-market of automotive electronics. Opportunities and threats, trying to find an effective competitive strategy for H Company to ensure the long-term stability of the development of the company. At the same time, this analysis method and train of thought can also provide some reference for the small processing factories all over the country, especially in the south of Jiangsu province.
【學(xué)位授予單位】：南京大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F426.6;F271

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