本文選題：電子不停車收費(fèi) + 高速公路�。� 參考：《北京交通大學(xué)》2013年碩士論文

【摘要】：：目前在國家政策的引導(dǎo)下高速公路不停車收費(fèi)(ETC)項(xiàng)目市場(chǎng)進(jìn)入高速發(fā)展階段,面對(duì)誘人的市場(chǎng)前景很多同業(yè)競(jìng)爭(zhēng)者涌入,使得未來的競(jìng)爭(zhēng)更加激烈。面對(duì)公司對(duì)事業(yè)部行業(yè)競(jìng)爭(zhēng)地位以及市場(chǎng)占有率上的更高要求,事業(yè)部目前的內(nèi)部資源配置、以及對(duì)外部環(huán)境的適應(yīng)及有效利用都缺乏長遠(yuǎn)考慮,急需制定新的發(fā)展戰(zhàn)略,建立競(jìng)爭(zhēng)優(yōu)勢(shì),形成良好的態(tài)勢(shì),進(jìn)入快速持續(xù)發(fā)展階段。事業(yè)部發(fā)展競(jìng)爭(zhēng)戰(zhàn)略的調(diào)整與有效實(shí)施就顯得尤為急迫和重要。 本文運(yùn)用戰(zhàn)略管理的相關(guān)工具,對(duì)高速公路事業(yè)部外部環(huán)境和內(nèi)部環(huán)境進(jìn)行了詳盡分析與客觀評(píng)價(jià),總結(jié)出高速公路事業(yè)部所面臨的機(jī)會(huì)與威脅,以及自身所具備的優(yōu)勢(shì)與劣勢(shì),在此基礎(chǔ)上為達(dá)到市場(chǎng)占有率大幅上升,同時(shí)要應(yīng)對(duì)未來幾年市場(chǎng)的不確定性保證持續(xù)經(jīng)營,最終總結(jié)出最適合的戰(zhàn)略組合：高速公路事業(yè)部應(yīng)以成本領(lǐng)先的戰(zhàn)略為主,同時(shí)采取前向一體化戰(zhàn)略或聯(lián)盟合作戰(zhàn)略以強(qiáng)化高速公路ETC業(yè)務(wù)的競(jìng)爭(zhēng)優(yōu)勢(shì),鞏固行業(yè)市場(chǎng)的領(lǐng)先地位；應(yīng)采用相關(guān)多元化戰(zhàn)略,積極做好行業(yè)客戶資源與技術(shù)積累工作,逐步拓展高速公路的信息化應(yīng)用市場(chǎng)。同時(shí)對(duì)具體的職能戰(zhàn)略(營銷戰(zhàn)略、工程項(xiàng)目實(shí)施戰(zhàn)略、研發(fā)戰(zhàn)略、人力資源戰(zhàn)略)進(jìn)行了選擇,對(duì)接下來的具體戰(zhàn)略實(shí)施,將起到引導(dǎo)作用。本文共分為六個(gè)部分：引言、外部環(huán)境分析、公司內(nèi)部資源分析、SWOT分析與公司戰(zhàn)略制定、職能戰(zhàn)略選擇、結(jié)論與展望。 本文為高速公路事業(yè)部選擇和制定了適宜的整體發(fā)展戰(zhàn)略,并提出實(shí)施發(fā)展戰(zhàn)略的保障措施,力求為事業(yè)部的經(jīng)營決策提供科學(xué)的依據(jù),進(jìn)而建立事業(yè)部的競(jìng)爭(zhēng)優(yōu)勢(shì),完成公司下達(dá)的經(jīng)營目標(biāo)要求。同時(shí),對(duì)其它類似企業(yè)也可以起到一定的啟示和借鑒作用。
[Abstract]:At present, under the guidance of national policy, the ETCproject market of freeway without stopping has entered the stage of high speed development. Facing the attractive market prospect, many competitors are coming in, which makes the competition in the future more intense. In the face of the company's higher demands on the competitive position of the industry and market share of the division, the current internal resource allocation of the division, as well as the lack of long-term consideration for the adaptation and effective use of the external environment, make it urgent to formulate a new development strategy. Establish competitive advantage, form good situation, enter fast and sustainable development stage. The adjustment and effective implementation of the development competition strategy of the division is particularly urgent and important. This paper makes a detailed analysis and objective evaluation of the external and internal environment of the expressway business department by using the relevant tools of strategic management. Summing up the opportunities and threats faced by the expressway business department, as well as its own strengths and weaknesses, in order to achieve a substantial increase in market share, and to cope with the uncertainty of the market in the next few years to ensure continuous operation, Finally summarize the most suitable strategic combination: the expressway business department should take the cost leading strategy as the main, and adopt the forward integration strategy or alliance cooperation strategy to strengthen the competitive advantage of expressway etc business. To consolidate the leading position of the industry market, we should adopt the related diversification strategy, actively do the industry customer resources and technology accumulation work, and gradually expand the information application market of the expressway. At the same time, the specific function strategy (marketing strategy, project implementation strategy, R & D strategy, human resources strategy) is selected, which will play a leading role in the following specific strategy implementation. This paper is divided into six parts: introduction, analysis of external environment, SWOT analysis of internal resources and formulation of company strategy, choice of function strategy, Conclusion and prospect. This paper selects and formulates the appropriate overall development strategy for the expressway business department, and puts forward the safeguard measures to carry out the development strategy, in order to provide the scientific basis for the management decision of the enterprise department. And then establish the competitive advantage of the division, to achieve the company's business objectives requirements. At the same time, other similar enterprises can also play a certain role in inspiration and reference.
【學(xué)位授予單位】：北京交通大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F542.6

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本文編號(hào)：2003272