本文選題：戰(zhàn)略轉(zhuǎn)型 + 資源��； 參考：《華南理工大學(xué)》2014年碩士論文

【摘要】：過(guò)去30年，中國(guó)依靠低成本優(yōu)勢(shì)推動(dòng)全球家電制造業(yè)向國(guó)內(nèi)轉(zhuǎn)移，中國(guó)成為了全球家電制造中心。國(guó)內(nèi)家電企業(yè)普遍缺乏核心技術(shù)，，依賴廉價(jià)的勞動(dòng)力、價(jià)格戰(zhàn)、模仿的產(chǎn)品設(shè)計(jì)來(lái)獲得市場(chǎng)，行業(yè)內(nèi)競(jìng)爭(zhēng)激烈，產(chǎn)能過(guò)剩、價(jià)格戰(zhàn)、產(chǎn)品/營(yíng)銷(xiāo)手段同質(zhì)化現(xiàn)象十分嚴(yán)重。而隨著國(guó)內(nèi)資源要素成本的急劇上升、人民幣的不斷升值以及國(guó)內(nèi)消費(fèi)的轉(zhuǎn)型升級(jí)，國(guó)內(nèi)家電制造企業(yè)為獲得持久的競(jìng)爭(zhēng)優(yōu)勢(shì)，尋求新的發(fā)展路徑，紛紛走向轉(zhuǎn)型之路。 因此本文以案例研究的方法介紹了美的微波爐由進(jìn)入階段的“低成本、規(guī)�；备�(jìng)爭(zhēng)戰(zhàn)略向“差異化”競(jìng)爭(zhēng)戰(zhàn)略轉(zhuǎn)變，由“中低端”向“中高端”轉(zhuǎn)型，由行業(yè)“跟隨者”成功升級(jí)為行業(yè)“領(lǐng)導(dǎo)者”的整個(gè)戰(zhàn)略轉(zhuǎn)型實(shí)施過(guò)程。通過(guò)對(duì)美的微波爐轉(zhuǎn)型過(guò)程競(jìng)爭(zhēng)策略的實(shí)施、核心競(jìng)爭(zhēng)力的培育和建立、組織、制度流程文化的變革以及資源的投入分析美的微波爐如何成功實(shí)現(xiàn)轉(zhuǎn)型。通過(guò)對(duì)案例的分析總結(jié)筆者提出：第一、企業(yè)戰(zhàn)略轉(zhuǎn)型是一個(gè)漸進(jìn)式的蛻變過(guò)程；第二、企業(yè)文化與戰(zhàn)略是相互影響的，確保企業(yè)文化與新戰(zhàn)略的良性互動(dòng)是戰(zhàn)略轉(zhuǎn)型成功重要保障。第三、企業(yè)新戰(zhàn)略必須精準(zhǔn)契合外環(huán)境的變化趨勢(shì)，內(nèi)部的資源條件能為新戰(zhàn)略的實(shí)施提供基礎(chǔ)保障，對(duì)內(nèi)外部環(huán)境的精準(zhǔn)評(píng)估是戰(zhàn)略轉(zhuǎn)型成功的前提。第四、戰(zhàn)略轉(zhuǎn)型的實(shí)質(zhì)是企業(yè)化核心競(jìng)爭(zhēng)力的培育和轉(zhuǎn)換過(guò)程。第五、與戰(zhàn)略相匹配的組織、制度、流程變革是轉(zhuǎn)型成功的基礎(chǔ)，是企業(yè)核心競(jìng)爭(zhēng)力建立和培育的載體；第六、戰(zhàn)略轉(zhuǎn)型需要資源的合理匹配，新的核心競(jìng)爭(zhēng)力的建立和培育是一個(gè)資源持續(xù)投入的過(guò)程，同時(shí)要通過(guò)強(qiáng)有力的戰(zhàn)略管控確保資源的投入與戰(zhàn)略重心的匹配，保證資源分配的合理性。
[Abstract]:Over the past 30 years, China has relied on a low-cost advantage to drive global home appliance manufacturing to the domestic market, making it a global home appliance manufacturing center. Domestic appliance enterprises generally lack of core technology, rely on cheap labor, price war, imitation product design to obtain the market, the competition in the industry is fierce, overcapacity, price war, product / marketing means homogeneity phenomenon is very serious. With the sharp rise in the cost of domestic resource elements, the continuous appreciation of RMB and the transformation and upgrading of domestic consumption, domestic appliance manufacturing enterprises seek a new development path in order to obtain a lasting competitive advantage, and move to the road of transformation one after another. Therefore, this paper introduces the transformation from "low cost, large-scale" competition strategy to "differentiation" competition strategy, from "middle and low end" to "middle and high end" by the method of case study. The whole process of strategic transformation from industry follower to industry leader. Through the implementation of the competitive strategy, the cultivation and establishment of the core competence, the reform of the organization, the system process culture and the input of resources in the process of the transformation of the beautiful microwave oven, how to successfully realize the transformation of the beautiful microwave oven is analyzed. Through the analysis of the case, the author puts forward the following points: first, the strategic transformation of the enterprise is a gradual process of transformation; second, the corporate culture and strategy affect each other. To ensure the positive interaction between corporate culture and new strategy is an important guarantee for the success of strategic transformation. Third, the new strategy of enterprises must be in line with the changing trend of the external environment, the internal resource conditions can provide the basic guarantee for the implementation of the new strategy, and the accurate evaluation of the internal and external environment is the prerequisite for the success of the strategic transformation. Fourth, the essence of strategic transformation is the cultivation and transformation process of enterprise-oriented core competence. Fifth, the organization, system and process change that matches the strategy is the foundation of the success of the transformation and the carrier of the establishment and cultivation of the core competence of the enterprise; sixth, the strategic transformation needs the rational matching of the resources, The establishment and cultivation of the new core competence is a process of continuous resource investment. At the same time, it is necessary to ensure the match between the resource input and the strategic center of gravity through strong strategic control to ensure the rationality of resource allocation.
【學(xué)位授予單位】：華南理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類(lèi)號(hào)】：F426.6

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相關(guān)期刊論文 前1條

1 項(xiàng)國(guó)鵬;;成功管理企業(yè)戰(zhàn)略變革——結(jié)合國(guó)外知名企業(yè)的實(shí)踐[J];企業(yè)管理;2009年02期

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