【摘要】：SDGB電氣有限公司是一家小型民營(yíng)企業(yè)，成立于2006年1月，是一家集科研、生產(chǎn)、銷售與一體的現(xiàn)代化高壓電氣設(shè)備制造企業(yè)，致力于高壓電能計(jì)量裝置及相關(guān)產(chǎn)品的研發(fā)與生產(chǎn)。伴隨著公司不斷創(chuàng)新與發(fā)展，在技術(shù)、人、財(cái)、物方面都得到有效積累，目前企業(yè)規(guī)模已遠(yuǎn)遠(yuǎn)超過當(dāng)初，然而在飛速發(fā)展的同時(shí)，企業(yè)遇到了一些阻礙進(jìn)一步發(fā)展的瓶頸問題，身處復(fù)雜多變的市場(chǎng)環(huán)境中，，企業(yè)不僅要關(guān)注眼前發(fā)展，更要關(guān)注長(zhǎng)遠(yuǎn)的發(fā)展，這些都對(duì)企業(yè)制定戰(zhàn)略決策提出了較高的要求，企業(yè)必須根據(jù)自身實(shí)際制訂競(jìng)爭(zhēng)戰(zhàn)略及相應(yīng)實(shí)施措施，才能在激烈的市場(chǎng)競(jìng)爭(zhēng)中進(jìn)步發(fā)展。 本文應(yīng)用競(jìng)爭(zhēng)戰(zhàn)略的理論與方法，對(duì)SDGB電氣有限公司競(jìng)爭(zhēng)戰(zhàn)略的選擇與實(shí)施進(jìn)行了研究。首先，采用PEST分析模型分析企業(yè)所處的宏觀環(huán)境，采用五力分析模型分析企業(yè)所處的行業(yè)環(huán)境，并用EFE矩陣對(duì)外部總體環(huán)境進(jìn)行評(píng)價(jià)，列舉出了企業(yè)面臨的機(jī)遇與威脅，分析了企業(yè)在現(xiàn)有條件下把握機(jī)遇規(guī)避風(fēng)險(xiǎn)的能力。之后采用價(jià)值鏈分析模型對(duì)企業(yè)的內(nèi)部因素進(jìn)行分析，并用IFE矩陣進(jìn)行評(píng)價(jià)，得出企業(yè)的優(yōu)勢(shì)與劣勢(shì)，分析了企業(yè)現(xiàn)有條件下發(fā)揮劣勢(shì)扭轉(zhuǎn)劣勢(shì)的能力。其次對(duì)SDGB電氣有限公司進(jìn)行SWOT分析，分析企業(yè)面臨的機(jī)會(huì)與威脅以及自身的優(yōu)勢(shì)與劣勢(shì)，在上述基礎(chǔ)上，對(duì)可能選擇的三種基本競(jìng)爭(zhēng)戰(zhàn)略進(jìn)行了可行性比較分析，并采用定量戰(zhàn)略計(jì)劃（QSPM）矩陣對(duì)三種競(jìng)爭(zhēng)戰(zhàn)略進(jìn)行客觀評(píng)價(jià)，以定性與定量相結(jié)合的方法選擇了差異化競(jìng)爭(zhēng)戰(zhàn)略作為最適合企業(yè)現(xiàn)狀的競(jìng)爭(zhēng)戰(zhàn)略。為了確保差異化競(jìng)爭(zhēng)戰(zhàn)略的有效實(shí)施，本文從產(chǎn)品差異化、服務(wù)差異化及品牌形象差異化三方面介紹SDGB電氣有限公司差異化競(jìng)爭(zhēng)戰(zhàn)略的實(shí)施路徑，并從完善企業(yè)基礎(chǔ)架構(gòu)、健全人力資源管理體系、加強(qiáng)技術(shù)創(chuàng)新及鍛造優(yōu)良企業(yè)文化四方面制定了企業(yè)差異化競(jìng)爭(zhēng)戰(zhàn)略實(shí)施的保障措施，使企業(yè)保持競(jìng)爭(zhēng)優(yōu)勢(shì)。 企業(yè)競(jìng)爭(zhēng)戰(zhàn)略能使企業(yè)迅速適應(yīng)外部形勢(shì)、有效開拓市場(chǎng)、提高核心競(jìng)爭(zhēng)力，并能使企業(yè)快速成長(zhǎng)與長(zhǎng)遠(yuǎn)發(fā)展，本文針對(duì)SDGB電氣有限公司的競(jìng)爭(zhēng)戰(zhàn)略進(jìn)行了分析研究，為其提出了一些建設(shè)性意見，同時(shí)對(duì)于類似的中小型電氣公司也具有重要的參考價(jià)值和借鑒作用，無論在實(shí)際應(yīng)用方面還是在理論研究方面都具有一定的實(shí)際價(jià)值與現(xiàn)實(shí)意義。
[Abstract]:SDGB Electric Co., Ltd. is a small private enterprise, founded in January 2006, is a scientific research, production, sales and modern high-voltage electrical equipment manufacturing enterprise. Dedicated to high-voltage electrical energy metering devices and related products R & D and production. With the continuous innovation and development of the company, in the technology, people, wealth, material aspects have been effectively accumulated, the current size of the enterprise has far exceeded the original, however, in the rapid development of the enterprise at the same time, the enterprise encountered some obstacles to the further development of bottleneck problems. In the complex and changeable market environment, enterprises should not only pay attention to the immediate development, but also pay attention to the long-term development, all of which put forward higher requirements for enterprises to make strategic decisions. Enterprises must formulate competitive strategies and corresponding implementation measures according to their own actual situation in order to advance and develop in the fierce market competition. Based on the theory and method of competitive strategy, this paper studies the choice and implementation of competitive strategy of SDGB Electric Co., Ltd. First of all, the PEST analysis model is used to analyze the macro environment of the enterprise, the five forces analysis model is used to analyze the industry environment of the enterprise, and the EFE matrix is used to evaluate the external overall environment, and the opportunities and threats faced by the enterprise are enumerated. This paper analyzes the ability of enterprises to grasp the opportunities and avoid risks under the existing conditions. Then the value chain analysis model is used to analyze the internal factors of the enterprise, and the IFE matrix is used to evaluate the enterprise. The advantages and disadvantages of the enterprise are obtained, and the ability of the enterprise to reverse the inferiority under the existing conditions is analyzed. Secondly, the SWOT analysis of SDGB Electric Co., Ltd. is carried out to analyze the opportunities and threats faced by the enterprises, as well as their own strengths and weaknesses. On the basis of the above mentioned, the feasibility of the three basic competitive strategies that may be chosen is compared and analyzed. The quantitative strategic plan (QSPM) matrix is used to evaluate the three competitive strategies objectively, and the differential competitive strategy is chosen as the most suitable competitive strategy for the current situation of the enterprise by combining qualitative and quantitative methods. In order to ensure the effective implementation of the differentiated competitive strategy, this paper introduces the implementation path of the differentiated competitive strategy of SDGB Electric Co., Ltd from three aspects: product differentiation, service differentiation and brand image differentiation, and from the perspective of perfecting the enterprise infrastructure, Perfect the human resource management system, strengthen the technology innovation and forge the fine enterprise culture four aspects have formulated the enterprise differentiation competition strategy implementation safeguard measure, enables the enterprise to maintain the competitive advantage. The competitive strategy of the enterprise can adapt to the external situation quickly, open up the market effectively, improve the core competitiveness, and make the enterprise grow rapidly and develop in the long run. This paper analyzes and studies the competitive strategy of SDGB Electric Co., Ltd. At the same time, it also has important reference value and reference function for similar small and medium-sized electrical companies, both in practical application and in theoretical research have a certain practical value and practical significance.
【學(xué)位授予單位】：山東理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F426.61;F272

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