本文選題：DS公司 + 汽車零部件　； 參考：《揚(yáng)州大學(xué)》2017年碩士論文

【摘要】：中國(guó)汽車工業(yè)以2009年“汽車元年”為標(biāo)志發(fā)展到了新高度,連續(xù)8年蟬聯(lián)全球最大汽車產(chǎn)銷市場(chǎng),這也帶來了汽車零部件發(fā)展的春天。經(jīng)過十多年的高速發(fā)展,我國(guó)的汽車零部件產(chǎn)業(yè)結(jié)構(gòu)和質(zhì)態(tài)都實(shí)現(xiàn)了重大提升,專業(yè)化、模塊化水平越來越高。但隨著經(jīng)濟(jì)全球化、市場(chǎng)一體化以及信息革命時(shí)代的到來,企業(yè)競(jìng)爭(zhēng)的形式、狀態(tài)都將會(huì)發(fā)生顛覆性的改變,特別是在目前全球采購(gòu)和全球制造框架內(nèi)的跨行業(yè)運(yùn)輸規(guī)劃以及汽車配套廠商承擔(dān)采購(gòu)物流職責(zé)的大背景下,汽車零部件企業(yè)如何融入全球采購(gòu)體系,成為跨國(guó)公司的合作伙伴,在合作中實(shí)現(xiàn)“雙贏”,對(duì)于企業(yè)的生存發(fā)展壯大尤為重要。從國(guó)內(nèi)外企業(yè)競(jìng)爭(zhēng)戰(zhàn)略的相關(guān)理論研究來看,雖然已經(jīng)日益成熟,且分支越來越細(xì),但以我國(guó)眾多零散且規(guī)模較小的汽車零部件企業(yè)為個(gè)案進(jìn)行競(jìng)爭(zhēng)戰(zhàn)略研究的還比較少。本文在對(duì)國(guó)內(nèi)外戰(zhàn)略管理及汽車零部件企業(yè)戰(zhàn)略管理等相關(guān)理論進(jìn)行梳理的基礎(chǔ)上,通過實(shí)地調(diào)查積累原始素材資料,運(yùn)用PEST分析法、波特五力模型對(duì)外部環(huán)境進(jìn)行分析,以及通過對(duì)企業(yè)的資源能力、財(cái)務(wù)狀況、管理狀況的內(nèi)部環(huán)境綜合比較,并通過對(duì)數(shù)據(jù)和資料的梳理、分析、篩選、綜合,對(duì)公司外部的機(jī)會(huì)和威脅、內(nèi)部的優(yōu)勢(shì)和劣勢(shì)進(jìn)行了定量分析評(píng)價(jià)。結(jié)合企業(yè)愿景、使命以及戰(zhàn)略目標(biāo)提出適合企業(yè)發(fā)展的競(jìng)爭(zhēng)戰(zhàn)略,即差異化的競(jìng)爭(zhēng)戰(zhàn)略,主要依靠技術(shù)創(chuàng)新,推進(jìn)產(chǎn)品差異化、目標(biāo)客戶差異化、價(jià)格差異化、合作差異化,提高公司競(jìng)爭(zhēng)力,實(shí)現(xiàn)可持續(xù)發(fā)展。并根據(jù)公司資源和能力,以及實(shí)現(xiàn)差異化戰(zhàn)略的條件,提出公司競(jìng)爭(zhēng)戰(zhàn)略的實(shí)施保障措施,即:建立市場(chǎng)情報(bào)系統(tǒng)、組織結(jié)構(gòu)調(diào)整、多渠道融資、加大品牌營(yíng)銷、強(qiáng)化公司成本控制、企業(yè)文化建設(shè),從而為公司競(jìng)爭(zhēng)戰(zhàn)略的實(shí)施提供理論指導(dǎo),以期對(duì)國(guó)內(nèi)眾多的中小型汽車零部件企業(yè)也有一定的參考借鑒意義。
[Abstract]:The automobile industry of China has reached a new height with the first year of automobile in 2009, and it has been the largest auto market in the world for eight consecutive years, which has also brought about the spring of the development of automobile parts. With the rapid development of more than ten years, the industrial structure and quality of automobile parts in our country have been greatly improved, specialization and modularization are becoming higher and higher. However, with the arrival of the era of economic globalization, market integration and the information revolution, the form and state of enterprise competition will all undergo subversive changes. Especially in the context of cross-industry transport planning within the framework of global procurement and global manufacturing and the assumption of procurement logistics responsibilities by automobile accessory manufacturers, how should auto parts enterprises integrate into the global procurement system? It is very important for the survival and development of enterprises to become partners of multinational corporations and to realize "win-win" in cooperation. From the theoretical research of competition strategy of domestic and foreign enterprises, although it has become more and more mature and the branches are becoming more and more fine, there are few research on the competition strategy of a large number of scattered and small automobile parts enterprises in our country. On the basis of combing the related theories of domestic and foreign strategic management and auto parts enterprise strategic management, this paper analyzes the external environment through field investigation and accumulation of raw materials, using PEST analysis method and Porter's five-force model. And through a comprehensive comparison of the internal environment of the enterprise's resource capacity, financial situation and management situation, and through combing, analyzing, screening, synthesizing, and threatening the external opportunities and threats to the company, Internal strengths and weaknesses were quantitatively evaluated. Combining the enterprise vision, mission and strategic objectives, the paper puts forward the competitive strategy suitable for the development of the enterprise, that is, the differentiated competitive strategy, which mainly relies on the technological innovation to promote the product differentiation, the target customer differentiation, the price differentiation, the cooperation differentiation, and so on. Improve the competitiveness of the company to achieve sustainable development. According to the resources and ability of the company, and the conditions for realizing the differentiation strategy, the paper puts forward the measures to guarantee the implementation of the competitive strategy of the company, that is, to establish the market information system, adjust the organizational structure, raise funds through multiple channels, and increase the brand marketing. Strengthen the cost control of the company and the construction of corporate culture, so as to provide theoretical guidance for the implementation of the competitive strategy of the company, in the hope of many small and medium-sized auto parts enterprises in China also have a certain reference significance.
【學(xué)位授予單位】：揚(yáng)州大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F271;F426.471

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