【摘要】：由于通信技術的不斷發(fā)展,3G和4G技術的不斷發(fā)展和應用,手機現(xiàn)在已經成為人們不可或缺的通信工具,手機終端行業(yè)的飛速發(fā)展帶來了手機企業(yè)之間的激烈競爭。隨著蘋果的熱賣,安卓平臺的興起,2013年開始手機行業(yè)已經完全進入了智能終端產品時代。S公司作為手機行業(yè)曾經的風云企業(yè),在2008年開始進入虧損困境,近幾年來隨著智能終端的發(fā)展機遇而逐漸復蘇走出困境,但由于市場上同等產品競爭激烈,廠商眾多,S公司的產品始終無法在市場上獲得巨大成功,無法引起消費者的極大興趣,產品的銷量無法快速提升,現(xiàn)在始終徘徊在銷售榜單前十名的后游位置,并且和其它第二梯隊廠商差距不大。追究其原因,產品創(chuàng)新不足是S公司面臨的最大問題,無法讓用戶把其產品和其他公司的產生區(qū)別,引起用戶購買熱情,所以S公司需要盡快進行產品轉型和深入發(fā)展。本文通過PEST分析,五力分析模型,SWOT分析對S公司所處的外部環(huán)境和公司內部環(huán)境進行深入分析,從而得出S公司需要進行的戰(zhàn)略措施。這對于我國今后其它手機制造商公司發(fā)展戰(zhàn)略的研究制定,可以提供一定的參考價值。 論文共分六章。第一章簡要介紹了手機制造商公司發(fā)展現(xiàn)狀,以及論文的研究目的、框架和重點。第二章介紹了企業(yè)戰(zhàn)略管理理論的發(fā)展過程,主要理論觀點技術以及戰(zhàn)略管理的流程。第三章分析了外部環(huán)境。第四章對S公司手機業(yè)務企業(yè)現(xiàn)狀進行分析,識別出S公司未來發(fā)展面臨的優(yōu)勢、劣勢、機會、挑戰(zhàn),并且對競爭對手進行了分析；第五章制定適合S公司的戰(zhàn)略目標,以及公司層和業(yè)務層的戰(zhàn)略；第六章提出了戰(zhàn)略實施建議；第七章最本文研究成果進行總結。希望通過對S公司發(fā)展戰(zhàn)略的研究,給其他手機制造商企業(yè)發(fā)展模式提供參考和借鑒,共同促進企業(yè)戰(zhàn)略發(fā)展和轉型。
[Abstract]:With the continuous development of communication technology and the development and application of 3G and 4G technology, mobile phone has become an indispensable communication tool. The rapid development of mobile phone terminal industry has brought fierce competition between mobile phone enterprises. With Apple's popularity and the rise of Android platforms, the mobile phone industry has entered the age of smart devices since 2013. S, once a mobile phone company, began to lose money in 2008. In recent years, with the development opportunity of intelligent terminals, it has gradually recovered from its predicament. However, due to the fierce competition and numerous manufacturers in the market for the same products, the products of S Company have never been able to achieve great success in the market. Unable to attract much interest from consumers and unable to quickly boost sales, it is now hovering at the bottom of the top 10, and not far behind other second-tier manufacturers. To investigate the reasons, the product innovation shortage is the biggest problem that S Company faces, which can not make the customers distinguish their products from other companies and arouse the customers' buying enthusiasm, so S Company needs to carry on the product transformation and the thorough development as soon as possible. In this paper, the external environment and internal environment of S Company are deeply analyzed by PEST analysis, five-force analysis model and SWOT analysis, and the strategic measures needed by S Company are obtained. This can provide some reference value for the future development strategy of other mobile phone manufacturers in China. The thesis is divided into six chapters. The first chapter briefly introduces the development of mobile phone manufacturers, as well as the purpose, framework and focus of the thesis. The second chapter introduces the development process of the enterprise strategic management theory, the main theoretical viewpoint and technology, and the process of strategic management. The third chapter analyzes the external environment. The fourth chapter analyzes the current situation of S company mobile phone business enterprises, identifies the strengths, weaknesses, opportunities, challenges faced by S company in the future development, and analyzes the competitors; The fifth chapter makes the strategic goal suitable for S company, and the strategy of company level and business level; the sixth chapter puts forward the strategy implementation suggestion; the seventh chapter summarizes the research results of this paper. It is hoped that through the research on the development strategy of S Company, it can provide reference and reference for other mobile phone manufacturers to promote the development and transformation of the enterprise strategy.
【學位授予單位】：北京郵電大學
【學位級別】：碩士
【學位授予年份】：2014
【分類號】：F416.63

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相關期刊論文 前2條

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本文編號：2295311