發(fā)布時(shí)間：2018-02-27 12:41

  本文關(guān)鍵詞： 印度電力設(shè)備市場(chǎng) SWOT分析 本土化策略 差異化策略　出處：《山東大學(xué)》2014年碩士論文　論文類型：學(xué)位論文

【摘要】：目前在印度電力設(shè)備市場(chǎng),諸如Alstom、ABB、Siemens和GE等世界500強(qiáng)跨國(guó)電力公司,已率先成功實(shí)現(xiàn)了國(guó)際化經(jīng)營(yíng),并在市場(chǎng)中處于領(lǐng)導(dǎo)地位。而中國(guó)的電力設(shè)備企業(yè),與國(guó)際競(jìng)爭(zhēng)對(duì)手相比,在國(guó)際競(jìng)爭(zhēng)力方面還存在較大差距。在電力設(shè)備制造業(yè)的子行業(yè)——除灰設(shè)備制造業(yè)中,A公司基于在國(guó)內(nèi)市場(chǎng)的領(lǐng)導(dǎo)地位,近年來(lái)主要通過(guò)作為中國(guó)大型EPC承包商的分包商進(jìn)入印度市場(chǎng),而直接給印度客戶供貨的比例很小。因此,A公司要實(shí)現(xiàn)國(guó)際化經(jīng)營(yíng),提升在印度市場(chǎng)的國(guó)際競(jìng)爭(zhēng)力,擴(kuò)大在印度市場(chǎng)的市場(chǎng)份額,分析研究其印度電力設(shè)備市場(chǎng)的競(jìng)爭(zhēng)策略就變得至關(guān)重要。 本論文研究目的即在于系統(tǒng)分析和全面研究作為我國(guó)電站除灰設(shè)備制造業(yè)企業(yè)代表的A公司如何參與印度電力設(shè)備市場(chǎng)競(jìng)爭(zhēng),并提出A公司印度電力設(shè)備市場(chǎng)競(jìng)爭(zhēng)的策略選擇和實(shí)施方案,為提高A公司的除灰設(shè)備在印度電力市場(chǎng)上的份額提供有效保證。通過(guò)對(duì)A公司印度電力設(shè)備市場(chǎng)競(jìng)爭(zhēng)策略的分析和研究,可以將所學(xué)的戰(zhàn)略管理、管理學(xué)的有關(guān)理論和方法學(xué)以致用,制定A公司印度電力設(shè)備市場(chǎng)的競(jìng)爭(zhēng)策略選擇和實(shí)施方案,提升A公司競(jìng)爭(zhēng)力,為A公司管理層的戰(zhàn)略決策提供依據(jù),同時(shí)為國(guó)內(nèi)的電力設(shè)備制造業(yè)參與印度電力設(shè)備市場(chǎng)競(jìng)爭(zhēng)提供可借鑒的途徑和方法,這也正是本論文的研究意義和價(jià)值之所在。 本論文以戰(zhàn)略管理、管理學(xué)的市場(chǎng)競(jìng)爭(zhēng)策略等有關(guān)理論為指導(dǎo),結(jié)合A公司印度電力設(shè)備市場(chǎng)競(jìng)爭(zhēng)的國(guó)際化進(jìn)程,以理論分析和實(shí)踐應(yīng)用相結(jié)合的方式,深入分析了企業(yè)印度電力設(shè)備市場(chǎng)競(jìng)爭(zhēng)面臨的挑戰(zhàn)和問(wèn)題,并通過(guò)SWOT分析、波特五力分析模型、差異化競(jìng)爭(zhēng)多種戰(zhàn)略分析工具與方法,對(duì)A公司印度電力設(shè)備市場(chǎng)競(jìng)爭(zhēng)的內(nèi)、外部環(huán)境和競(jìng)爭(zhēng)力進(jìn)行分析,找出A公司印度電力設(shè)備市場(chǎng)競(jìng)爭(zhēng)所面臨的有利和不利因素、資源優(yōu)勢(shì)與劣勢(shì),得出本論文的主要結(jié)論,即參與印度電力設(shè)備市場(chǎng)競(jìng)爭(zhēng)是A公司擴(kuò)大印度市場(chǎng)份額、國(guó)際化經(jīng)營(yíng)的必然選擇；A公司印度電力設(shè)備市場(chǎng)競(jìng)爭(zhēng)的印度市場(chǎng)本地化策略、高端市場(chǎng)策略和差異化策略三種競(jìng)爭(zhēng)策略選擇是可行的；通過(guò)采取思路全球化、行動(dòng)本地化、核心技術(shù)、產(chǎn)品差異化和服務(wù)差異化等三種實(shí)施對(duì)策；并從組織能力、人力資源和執(zhí)行力等三個(gè)方面作為實(shí)施保障來(lái)實(shí)施這三種競(jìng)爭(zhēng)策略,A公司擴(kuò)大印度電力設(shè)備市場(chǎng)份額和國(guó)際化經(jīng)營(yíng)的戰(zhàn)略目標(biāo)就一定能夠?qū)崿F(xiàn)。 本論文第一次從中國(guó)中小企業(yè)的研究視角,以作為供應(yīng)商直接出口設(shè)備到印度的模式,就中國(guó)中小企業(yè)在印度電力設(shè)備細(xì)分市場(chǎng)的競(jìng)爭(zhēng)策略進(jìn)行分析和研究,具有研究的創(chuàng)新性,因而本論文的研究對(duì)于國(guó)內(nèi)其它即將或正在實(shí)施“走出去”戰(zhàn)略的相關(guān)企業(yè)也具有一定的借鑒意義和參考價(jià)值。
[Abstract]:At present, in the Indian power equipment market, some of the world's top 500 multinational power companies, such as Alstomour ABBX Siemens and GE, have taken the lead in the successful implementation of international operations and are in a leading position in the market. There is still a big gap in international competitiveness. In the sub-industry of power equipment manufacturing, in the ash removal equipment manufacturing industry, Company A is based on its leading position in the domestic market. In recent years, it has mainly entered the Indian market as a subcontractor of China's large EPC contractor, and the proportion of direct supplies to Indian customers is very small. Therefore, Company A wants to achieve international operations and enhance its international competitiveness in the Indian market. It is very important to expand the market share in India and analyze the competitive strategy of the Indian power equipment market. The purpose of this thesis is to systematically analyze and comprehensively study how company A, which is the representative of China's power plant ash removal equipment manufacturing enterprise, participates in the competition of Indian power equipment market. At the same time, the paper puts forward the strategy choice and implementation scheme of Indian electric equipment market competition of A company. In order to improve A company's ash removal equipment in the Indian electricity market share to provide an effective guarantee. Through the analysis and research of A company's Indian power equipment market competition strategy, we can learn the strategic management, The relevant theories and methods of management are applied to make the competitive strategy selection and implementation scheme of the Indian power equipment market of company A, to enhance the competitiveness of company A, and to provide the basis for the strategic decision of the management of company A. At the same time, it provides the way and method for the domestic power equipment manufacturing industry to participate in the competition of Indian power equipment market, which is the significance and value of this paper. This paper is guided by the theories of strategic management, market competition strategy of management, combined with the internationalization process of Indian power equipment market competition of A Company, and combines the theoretical analysis with the practical application. This paper deeply analyzes the challenges and problems faced by the Indian electric power equipment market competition of enterprises, and through SWOT analysis, Porter's five-force analysis model, and various strategic analysis tools and methods of differentiated competition, the paper focuses on the competition in the Indian power equipment market of A Company. Based on the analysis of external environment and competitiveness, this paper finds out the favorable and unfavorable factors, resource advantages and disadvantages faced by Indian power equipment market competition of A Company, and draws the main conclusions of this paper. That is to say, to participate in the competition of Indian power equipment market is to enlarge the Indian market share of company A, and the inevitable choice of international operation is the localization strategy of Indian market for Indian electric equipment market competition of company A. It is feasible to choose the three competitive strategies of high-end market strategy and differentiation strategy, through adopting three kinds of countermeasures: globalization of thinking, localization of action, core technology, product differentiation and service differentiation, and organization ability. The three aspects of human resources and executive power as the implementation guarantee to implement these three competitive strategies A company to expand the market share of Indian power equipment and international operation will be able to achieve the strategic objectives. This paper is the first time to analyze and study the competitive strategies of Chinese SMEs in the Indian power equipment market from the perspective of Chinese SMEs as a model of direct export of equipment to India. Therefore, the research of this paper has certain reference significance and reference value for other domestic enterprises that are about to or are implementing "going out" strategy.
【學(xué)位授予單位】：山東大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F271;F416.61

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