【摘要】：改革開放不同時期醫(yī)療設備代理公司所處的外部和內(nèi)部環(huán)境是不同的。特別是改革開放的初期和現(xiàn)在相比較,環(huán)境的變化是非常巨大的。初期,國內(nèi)醫(yī)療設備生產(chǎn)企業(yè)的數(shù)量和規(guī)模都非常小,生產(chǎn)的醫(yī)療設備無論在數(shù)量上還是在種類方面都非常稀少,不要說高尖端的產(chǎn)品就是一般的低端產(chǎn)品,自產(chǎn)的也不多見。醫(yī)院的設備嚴重缺乏,產(chǎn)品信息量不僅少而且流通慢。在市場對醫(yī)療設備的供需都欠發(fā)達的情況下,必然導致醫(yī)療設備代理公司數(shù)量少,醫(yī)院也欠發(fā)展的狀況。代理進口醫(yī)療設備的公司相互之間基本上不存在產(chǎn)品的競爭,賣方市場決定了公司的高額利潤、高回報。現(xiàn)狀,隨著改革開放的逐步深入,經(jīng)濟的快速發(fā)展及市場規(guī)模的釋放,一方面,醫(yī)院對醫(yī)療設備的數(shù)量和質(zhì)量的要求都在逐年提高。另一方面,醫(yī)療制造企業(yè)的發(fā)展和重組的加快,也提高了國內(nèi)企業(yè)生產(chǎn)積極性和核心競爭力,中低端產(chǎn)品基本上實現(xiàn)了自產(chǎn)自銷,高端產(chǎn)品也在逐步實現(xiàn)進口替代。醫(yī)療設備種類的豐富、設備代理公司隊伍的擴容與信息的溝通便捷與暢通,導致醫(yī)療單位對醫(yī)療設備生產(chǎn)企業(yè)生產(chǎn)的產(chǎn)品要求越來越高,企業(yè)銷售產(chǎn)品的難度越來越大,競爭異常激烈。常常會出現(xiàn)一個產(chǎn)品的采購,十幾家醫(yī)療設備生產(chǎn)和代理公司參加競標的場面。企業(yè)生產(chǎn)和銷售利潤越來越簿。代理公司一般不自身生產(chǎn)醫(yī)療設備的特性決定了眾多的醫(yī)療設備代理公司缺乏可持續(xù)發(fā)展的能力,對市場的需求信息反應滯后,尤其是代理進口產(chǎn)品的公司,很難適應日新月異變化的市場需求,不可避免地頻繁地面臨生存和發(fā)展問題。一般的代理公司管理層對戰(zhàn)略少有真正的理解,不知也不重視公司戰(zhàn)略的建立與管理,更不知如何隨著環(huán)境的變化對戰(zhàn)略進行快速調(diào)整、轉(zhuǎn)型以提高企業(yè)的競爭力,保持競爭優(yōu)勢,這是導致頻現(xiàn)生存、發(fā)展危機的最主要原因之一。因此理解和正確運用戰(zhàn)略理論,尤其在當前,競爭如此激烈的市場環(huán)境下,從戰(zhàn)略高度分析公司面臨的問題本質(zhì),指導企業(yè)通過戰(zhàn)略調(diào)整、轉(zhuǎn)型獲取和提升自身的核心競爭力,從而使企業(yè)獲得可持續(xù)發(fā)展的能力,有著非常重要的現(xiàn)實意義。本文以一個具有代表性的X醫(yī)療設備代理公司作為研究對象,運用公司戰(zhàn)略管理、戰(zhàn)略轉(zhuǎn)型的相關(guān)理論,對X醫(yī)療設備代理公司所面臨的問題進行分析、研究,最終采取對X醫(yī)療設備代理公司施行戰(zhàn)略轉(zhuǎn)型的方法來實現(xiàn)X公司從一個被動的、成本高、缺乏強有力競爭優(yōu)勢的純代理公司轉(zhuǎn)型為一個有一定主動性,擁有成本低、高差異化產(chǎn)品的集研發(fā)、生產(chǎn)、銷售、服務和部分代理為一體的核心競爭力強的公司,從根本上解決階段性生存發(fā)展問題。通過分析研究解決X醫(yī)療設備代理公司所面臨的問題,探索一條從戰(zhàn)略高度、價值鏈角度提高醫(yī)療設備代理公司核心競爭力,解決階段性的生存與發(fā)展問題的有效方法。
[Abstract]:The external and internal environment of the medical equipment agency companies in different periods of reform and opening-up is different. Especially in the early period of reform and opening-up, compared with the present, the change of the environment is enormous. There are very few high-end products, not to mention high-end products are generally low-end products, home-made is not rare. Hospital equipment is seriously lacking, product information is not only small but also slow circulation. The seller's market determines the company's high profits and high returns. Currently, with the deepening of reform and opening up, rapid economic development and the release of market scale, on the one hand, the hospital's requirements for the quantity and quality of medical equipment are increasing year by year. On the other hand, the rapid development and restructuring of medical manufacturing enterprises have also enhanced the enthusiasm and core competitiveness of domestic enterprises. Medium and low-end products are basically self-produced and sold, and high-end products are gradually replaced by imports. Medical units are demanding more and more products produced by medical equipment manufacturers. It is more and more difficult for enterprises to sell products. Competition is fierce. The characteristics of their own production of medical equipment determine that many medical equipment agency companies lack the ability of sustainable development and lag behind in response to market demand information. Especially the agency of imported products, it is difficult to adapt to the changing market demand, inevitably facing frequent survival and development problems. Managers have little real understanding of strategy, do not know or attach importance to the establishment and management of corporate strategy, and do not know how to adjust strategy rapidly with the change of environment to improve the competitiveness of enterprises and maintain competitive advantage. This is one of the main reasons leading to frequent survival and development crises. Especially in the current competitive market environment, it is of great practical significance to analyze the nature of the problems faced by the company from a strategic perspective and guide the enterprises to acquire and enhance their core competitiveness through strategic adjustment, transformation, so as to achieve sustainable development. X medical equipment agency company as the research object, using the company's strategic management, strategic transformation related theory, X medical equipment agency company faced with the problem analysis, research, and ultimately take the X medical equipment agency company strategic transformation method to achieve X company from a passive, high cost, lack of strong competition. Superiority pure agent company transforms into a company with certain initiative, low cost, high differentiation products and strong core competitiveness, which integrates R&D, production, sales, service and partial agency, fundamentally solves the problem of stage survival and development. It is an effective way to improve the core competitiveness of medical equipment agency company from the strategic height and value chain angle, and to solve the problem of survival and development at different stages.
【學位授予單位】：電子科技大學
【學位級別】：碩士
【學位授予年份】：2014
【分類號】：F426.46;F272

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本文編號：2197643