【摘要】：據(jù)不完全統(tǒng)計，目前國內(nèi)專網(wǎng)通信領(lǐng)域擁有各類對講機用戶約5000萬，與已破10億的公網(wǎng)通信領(lǐng)域的手機用戶相比，，對講機的市場擁有量還比較小，但其存在的價值卻不容小覷。以歷史上發(fā)生的突發(fā)性重大地質(zhì)災(zāi)害為例，災(zāi)害初期公網(wǎng)設(shè)施往往被迅速毀壞，即便部分硬件設(shè)備勉強可以恢復(fù)使用，但整個系統(tǒng)由于業(yè)務(wù)量激增很可能再次崩潰。這時候使用專網(wǎng)的對講機便能發(fā)揮優(yōu)勢，特別是在黃金救援的前三天，對講機以其彈性靈活的組網(wǎng)方式、快速便捷的調(diào)度功能發(fā)揮不可替代的作用。 QY公司是一家新成立的公司，從事專用通信產(chǎn)品研發(fā)、制造及銷售。本文首先介紹了有關(guān)企業(yè)戰(zhàn)略的相關(guān)理論。然后依照戰(zhàn)略管理的基本步驟戰(zhàn)略分析、戰(zhàn)略選擇及戰(zhàn)略實施對QY公司業(yè)進行深入研究：第一步是利用PEST方法及波特五力模型等方法分析QY公司的外部環(huán)境，同時找到公司的機會和威脅，并進行EFE評價；第二步是利用價值鏈及VRIO框架模型等方法分析QY公司的內(nèi)部資源及能力，找到公司的優(yōu)勢及劣勢，明確公司所處行業(yè)地位，并進行IFE評價；第三步是結(jié)合EFE、IEF進行公司的SWOT及組合分析，做出最適合QY公司的戰(zhàn)略選擇，通過對比分析建議現(xiàn)階段QY公司應(yīng)該采取集中化戰(zhàn)略；最后一步是制定各個職能的具體戰(zhàn)略，確定QY公司的競爭戰(zhàn)略措施。 本文主要采用實證與理論分析結(jié)合的研究方法，希望能為QY公司的發(fā)展提供有價值的參考，并對類似的企業(yè)提供有益的啟示。
[Abstract]:According to incomplete statistics, at present, there are about 50 million interphone users in the field of special network communication in China. Compared with the mobile phone users in the field of public network communication that has broken through 1 billion, the market ownership of intercom is still relatively small, but the value of its existence cannot be underestimated. Taking the sudden and serious geological disasters in the history as an example, the public network facilities are often destroyed rapidly in the initial stage of disasters. Even though some hardware equipment can barely be restored to use, the whole system is likely to collapse again due to the surge of business volume. At this time, the use of a special network radio will give play to its advantages, especially in the first three days of the gold rescue, the radio set up in its flexible and flexible way of networking. Fast and convenient scheduling function plays an irreplaceable role. QY is a newly established company engaged in research and development, manufacturing and sales of dedicated communications products. This paper first introduces the related theories of enterprise strategy. Then according to the basic steps of strategic management, strategic analysis, strategic choice and strategic implementation of the QY industry in-depth study: the first step is to use the PEST method and Porter's five-force model to analyze the external environment of QY Company. The second step is to analyze the internal resources and capabilities of QY company by using value chain and VRIO framework model, to find out the advantages and disadvantages of the company, and to clarify the position of the company in the industry. The third step is to make the SWOT and combination analysis of the company combined with EFE,IEF to make the most suitable strategic choice for the QY company. Through the comparative analysis, it is suggested that the QY company should adopt the centralized strategy at the present stage. The final step is to develop specific strategies for each function and determine QY's competitive strategy measures. This paper mainly uses the empirical and theoretical analysis of the research method, hoping to provide a valuable reference for the development of QY, and to provide useful inspiration to similar enterprises.
【學(xué)位授予單位】：天津大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2012
【分類號】：F626

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