【摘要】：隨著全球經(jīng)濟(jì)一體化的不斷推進(jìn)以及中國(guó)經(jīng)濟(jì)的穩(wěn)定發(fā)展，越來越多的中國(guó)企業(yè)不滿足于單純?cè)趪?guó)內(nèi)市場(chǎng)上發(fā)展，開始把開拓國(guó)際市場(chǎng)作為企業(yè)發(fā)展的重要戰(zhàn)略。中聯(lián)重科2000年涉足國(guó)際市場(chǎng)以來出口業(yè)績(jī)逐漸提升，2013年的海外收入超過了35億，同比增長(zhǎng)達(dá)到26.31%，中聯(lián)重科目前已在全球近80個(gè)國(guó)家建立了銷售和服務(wù)平臺(tái)。中聯(lián)重科是實(shí)施國(guó)際化戰(zhàn)略較成功的工程機(jī)械企業(yè)，研究中聯(lián)重科的國(guó)際化策略，一方面可以找出中聯(lián)重科目前發(fā)展可能存在的問題，以及采取何種措施來保持自己的國(guó)際競(jìng)爭(zhēng)優(yōu)勢(shì)，另一方面，對(duì)中國(guó)的工程機(jī)械企業(yè)走向國(guó)際也有一定的指導(dǎo)意義。 本文以企業(yè)國(guó)際化相關(guān)理論為基礎(chǔ)，結(jié)合中聯(lián)重科二十多年國(guó)際化經(jīng)營(yíng)的實(shí)踐，對(duì)中聯(lián)重科國(guó)際化經(jīng)營(yíng)的現(xiàn)狀，，國(guó)際化主要采取的發(fā)展方式進(jìn)行了綜合分析，指出了目前中聯(lián)重科國(guó)際化經(jīng)營(yíng)中存在的問題。同時(shí)采取SWOT分析方法，指出聯(lián)重科國(guó)際化發(fā)展的優(yōu)勢(shì)主要有品牌優(yōu)勢(shì)、戰(zhàn)略決策和執(zhí)行能力較高、國(guó)際融資優(yōu)勢(shì)、科研創(chuàng)新優(yōu)勢(shì)、企業(yè)文化優(yōu)勢(shì)等；劣勢(shì)主要有核心技術(shù)相對(duì)不足、國(guó)際化人才緊缺及資金壓力過大；機(jī)會(huì)有國(guó)內(nèi)外市場(chǎng)仍有發(fā)展空間、品牌認(rèn)可度進(jìn)一步提升等；威脅有國(guó)內(nèi)外同行業(yè)企業(yè)競(jìng)爭(zhēng)依然激烈、產(chǎn)品同質(zhì)化、成本上升等，通過對(duì)優(yōu)勢(shì)、劣勢(shì)、機(jī)會(huì)及威脅的綜合分析，從而形成中聯(lián)重科國(guó)際化發(fā)展的SWOT分析表，并根據(jù)SWOT分析表嘗試制定出了加快中聯(lián)重科國(guó)際化發(fā)展戰(zhàn)略目標(biāo)實(shí)現(xiàn)的發(fā)展策略：多元化發(fā)展策略、研發(fā)本土化策略、國(guó)際化人才培養(yǎng)策略、資本運(yùn)營(yíng)策略、跨文化融合策略，并基于此進(jìn)一步指出了中聯(lián)重科推進(jìn)國(guó)際化發(fā)展的具體舉措建議，主要是在產(chǎn)品差異化及系列化、產(chǎn)業(yè)多元化、推出高端產(chǎn)品、降低成本、技術(shù)研發(fā)、營(yíng)銷及售后服務(wù)、履行企業(yè)社會(huì)責(zé)任及合理利用國(guó)外法律等方面提出一些改進(jìn)的建議。希望通過相關(guān)建議的實(shí)施，可以提升中聯(lián)重科的核心競(jìng)爭(zhēng)力，在復(fù)雜多變的國(guó)際市場(chǎng)環(huán)境中把握主動(dòng)，實(shí)現(xiàn)企業(yè)的可持續(xù)發(fā)展。
[Abstract]:With the continuous promotion of global economic integration and the steady development of Chinese economy, more and more Chinese enterprises are not satisfied with the development of the domestic market, and begin to take the development of international market as an important strategy for the development of enterprises. Since it entered the international market in 2000, its export performance has gradually improved, and its overseas revenues exceeded 3.5 billion in 2013, an increase of 26.31 percent over the same period last year. The company has established sales and service platforms in nearly 80 countries around the world. Zoomlion is a successful construction machinery enterprise carrying out internationalization strategy. On the one hand, we can find out the possible problems existing in the development of Zhonglian heavy Branch by studying its internationalization strategy. On the other hand, it has certain guiding significance for Chinese construction machinery enterprises to go international. Based on the relevant theories of enterprise internationalization, combined with the practice of international operation in more than 20 years, this paper makes a comprehensive analysis of the current situation of international management and the development of internationalization. This paper points out the problems existing in the international management of Zhonglian heavy Branch. At the same time, by adopting the SWOT analysis method, the author points out that the advantages of Lianzhouke's internationalization development are mainly brand advantage, strategic decision making and execution ability, international financing advantage, scientific research and innovation advantage, enterprise culture advantage and so on. The main disadvantages are the relative shortage of core technology, the shortage of international talents and the excessive pressure of capital; there is still room for development in the domestic and foreign markets, and the brand recognition is further enhanced. The threats are that the competition between domestic and foreign enterprises in the same industry is still fierce, the products are homogenized, the cost is rising, and so on. Through the comprehensive analysis of the advantages, disadvantages, opportunities and threats, the SWOT analysis table for the international development of Zhonglian heavy Technology is formed. According to the SWOT analysis table, the author tries to formulate the development strategy to accelerate the realization of the strategic goal of international development of Zoomlion: diversified development strategy, research and development localization strategy, international talent training strategy, capital operation strategy, cross-cultural integration strategy. Based on this, the paper further points out the specific measures and suggestions for Zoomlion to promote international development, mainly in product differentiation and serialization, industrial diversification, introduction of high-end products, reduction of costs, technical research and development, marketing and after-sales service. Some suggestions on how to fulfill corporate social responsibility and make use of foreign laws are put forward. It is hoped that the implementation of relevant suggestions can enhance the core competitiveness of Zoomlion, grasp the initiative in the complex and changeable international market environment, and realize the sustainable development of the enterprise.
【學(xué)位授予單位】：蘭州商學(xué)院
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F272;F426.4

【參考文獻(xiàn)】

相關(guān)期刊論文 前10條

1 張建偉,王今;我國(guó)工程機(jī)械行業(yè)國(guó)際競(jìng)爭(zhēng)力分析與提升對(duì)策[J];工程機(jī)械;2004年10期

2 江琳;;我國(guó)工程機(jī)械企業(yè)如何規(guī)避國(guó)際貿(mào)易風(fēng)險(xiǎn)[J];工程機(jī)械與維修;2008年02期

3 趙少平;楊會(huì)全;;試論湖南工程機(jī)械企業(yè)的國(guó)際化競(jìng)爭(zhēng)與合作[J];工業(yè)技術(shù)經(jīng)濟(jì);2010年12期

4 張運(yùn)泉;劉金霞;;我國(guó)工程機(jī)械行業(yè)國(guó)際競(jìng)爭(zhēng)力變動(dòng)及其決定因素的實(shí)證研究[J];國(guó)際貿(mào)易問題;2012年03期

5 蓋文啟;蔣振威;;基于系統(tǒng)理論的我國(guó)企業(yè)國(guó)際化戰(zhàn)略選擇[J];國(guó)際經(jīng)貿(mào)探索;2008年04期

6 薛有志;李國(guó)棟;;國(guó)際化戰(zhàn)略實(shí)施與高層管理團(tuán)隊(duì)構(gòu)成實(shí)證研究[J];管理學(xué)報(bào);2009年11期

7 董書禮;;海外并購(gòu):中聯(lián)重科的國(guó)際化之路[J];創(chuàng)新科技;2010年08期

8 阮福華;;我國(guó)企業(yè)國(guó)際化經(jīng)營(yíng)的戰(zhàn)略、動(dòng)因及競(jìng)爭(zhēng)優(yōu)勢(shì)分析[J];對(duì)外經(jīng)貿(mào);2012年04期

9 黃Z誒

本文編號(hào)：2329846