Q電腦集團(tuán)競爭力提升的策略研究
發(fā)布時間：2018-08-20 09:21
【摘要】：本文首先就價值鏈和代工模式進(jìn)行了簡單的闡述，然后就筆記本電腦第一大代工企業(yè)Q電腦集團(tuán)所處的政治、經(jīng)濟、地理、人口等宏觀背景做了描述，，在全球經(jīng)濟不景氣、美元升值、中國大陸用人成本上升、自然災(zāi)害造成關(guān)鍵零部件供應(yīng)緊缺、市場競爭更加激烈的影響下，Q電腦集團(tuán)面臨著無品牌優(yōu)勢、成本較高、原材料供應(yīng)鏈缺貨風(fēng)險、訂單波動、行業(yè)競爭加劇和勞動力緊缺的壓力。為了從困境中擺脫，Q電腦集團(tuán)急需制定提升公司競爭力的策略。 首先，針對代工企業(yè)在國際生產(chǎn)鏈中所處的不利因素，根據(jù)邁克爾波特對于價值鏈的理論，提出了代工企業(yè)可能的爭取價值鏈的策略。根據(jù)邁克爾波特的五力模型原理對Q電腦集團(tuán)的內(nèi)外部環(huán)境進(jìn)行了SWOT分析，指出Q電腦集團(tuán)須在市場競爭中認(rèn)清行業(yè)現(xiàn)有的競爭狀況、產(chǎn)業(yè)鏈客戶和供應(yīng)商的議價能力、行業(yè)潛在進(jìn)入者的威脅以及替代產(chǎn)品或服務(wù)的威脅五種競爭力量情況，從而采取相對應(yīng)的競爭策略，以提升自身競爭力。通過對Q電腦集團(tuán)的自身能力進(jìn)行分析，指出了Q電腦在客戶群體結(jié)構(gòu)、產(chǎn)品設(shè)計能力和開發(fā)周期、制造能力、產(chǎn)品質(zhì)量和財務(wù)現(xiàn)金流等方面具有一定的優(yōu)勢。另外，通過SWOT分析，對于公司所處的外部威脅和機會以及公司內(nèi)部的優(yōu)勢劣勢進(jìn)行了比較分析，得出了Q電腦集團(tuán)的競爭策略：部分產(chǎn)品品牌化、產(chǎn)品多元化、供應(yīng)鏈垂直整合、創(chuàng)新研發(fā)、質(zhì)量深耕。最后，闡述了為了保證競爭策略的有效實施，需要對于組織架構(gòu)進(jìn)行優(yōu)化、加強人力資源管理以及注重公司的可持續(xù)發(fā)展的投入。 本文按照提出問題、分析問題和解決問題的思路，通過理論敘述與數(shù)據(jù)分析結(jié)合的方式進(jìn)行論證。按照戰(zhàn)略管理的一般原理，充分利用邁克爾波特價值鏈理論、五力模型理論、SWOT分析模型等工具對問題進(jìn)行了分析和論證。
[Abstract]:This paper first describes the value chain and contract manufacturing mode, then describes the political, economic, geographical, demographic and other macro backgrounds of the Notebook computer Group, the number one contract manufacturer, in the global economic downturn. With the appreciation of the US dollar, the rising labor costs in mainland China, the shortage of supply of key components caused by natural disasters, and the impact of more intense market competition, the QQ computer Group faces the advantages of no brand, high cost, and the risk of shortage in the raw material supply chain. Orders fluctuate, industry competition intensifies and labor force is in short supply. In order to get rid of the difficult situation, computer Group urgently need to develop strategies to improve the competitiveness of the company. Firstly, according to Michael Porter's theory of value chain, this paper puts forward the possible strategy for contract enterprises to strive for the value chain in view of the disadvantageous factors of contract enterprises in the international production chain. According to Michael Porter's five-force model principle, the internal and external environment of Q computer group is analyzed by SWOT. It is pointed out that Q computer group should recognize the existing competition situation of the industry and the bargaining power of customers and suppliers in the industry chain in the market competition. The threats of potential entrants and the threats of substitute products or services are five competitive forces, so that the corresponding competitive strategies can be adopted to enhance their competitiveness. By analyzing the ability of Q computer group, the author points out that Q computer has certain advantages in customer group structure, product design ability and development cycle, manufacturing ability, product quality and financial cash flow. In addition, through SWOT analysis, the external threats and opportunities in the company as well as the advantages and disadvantages inside the company are compared and analyzed, and the competitive strategy of Q computer Group is obtained: some products are branded, the products are diversified. Supply chain vertical integration, innovative R & D, quality deep tillage. Finally, in order to ensure the effective implementation of the competition strategy, it is necessary to optimize the organizational structure, strengthen the human resource management and pay attention to the investment of the sustainable development of the company. According to the ideas of problem raising, problem analysis and problem solving, this paper demonstrates by combining theoretical narration with data analysis. According to the general principles of strategic management, the paper makes full use of Michael Porter's value chain theory and five-force model theory and SWOT analysis model to analyze and prove the problem.
【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】：F272;F416.671
本文編號：2193132
[Abstract]:This paper first describes the value chain and contract manufacturing mode, then describes the political, economic, geographical, demographic and other macro backgrounds of the Notebook computer Group, the number one contract manufacturer, in the global economic downturn. With the appreciation of the US dollar, the rising labor costs in mainland China, the shortage of supply of key components caused by natural disasters, and the impact of more intense market competition, the QQ computer Group faces the advantages of no brand, high cost, and the risk of shortage in the raw material supply chain. Orders fluctuate, industry competition intensifies and labor force is in short supply. In order to get rid of the difficult situation, computer Group urgently need to develop strategies to improve the competitiveness of the company. Firstly, according to Michael Porter's theory of value chain, this paper puts forward the possible strategy for contract enterprises to strive for the value chain in view of the disadvantageous factors of contract enterprises in the international production chain. According to Michael Porter's five-force model principle, the internal and external environment of Q computer group is analyzed by SWOT. It is pointed out that Q computer group should recognize the existing competition situation of the industry and the bargaining power of customers and suppliers in the industry chain in the market competition. The threats of potential entrants and the threats of substitute products or services are five competitive forces, so that the corresponding competitive strategies can be adopted to enhance their competitiveness. By analyzing the ability of Q computer group, the author points out that Q computer has certain advantages in customer group structure, product design ability and development cycle, manufacturing ability, product quality and financial cash flow. In addition, through SWOT analysis, the external threats and opportunities in the company as well as the advantages and disadvantages inside the company are compared and analyzed, and the competitive strategy of Q computer Group is obtained: some products are branded, the products are diversified. Supply chain vertical integration, innovative R & D, quality deep tillage. Finally, in order to ensure the effective implementation of the competition strategy, it is necessary to optimize the organizational structure, strengthen the human resource management and pay attention to the investment of the sustainable development of the company. According to the ideas of problem raising, problem analysis and problem solving, this paper demonstrates by combining theoretical narration with data analysis. According to the general principles of strategic management, the paper makes full use of Michael Porter's value chain theory and five-force model theory and SWOT analysis model to analyze and prove the problem.
【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】：F272;F416.671
【參考文獻(xiàn)】
相關(guān)期刊論文 前10條
1 馬有才;王穎;岳良運;;基于自主創(chuàng)新的高新技術(shù)產(chǎn)業(yè)可持續(xù)發(fā)展戰(zhàn)略研究[J];商業(yè)研究;2007年07期
2 賴?yán)?;全球價值鏈治理、知識轉(zhuǎn)移與代工企業(yè)升級——以珠三角地區(qū)為例[J];國際經(jīng)貿(mào)探索;2012年04期
3 蒙丹;;全球價值鏈下中國產(chǎn)業(yè)升級的戰(zhàn)略轉(zhuǎn)換[J];經(jīng)濟與管理;2011年04期
4 楊立強;;中國制造業(yè)的代工發(fā)展模式:國際比較與發(fā)展路徑[J];經(jīng)濟問題探索;2011年10期
5 羅志明;;論我國OEM企業(yè)創(chuàng)自主品牌的思考[J];經(jīng)濟與社會發(fā)展;2009年03期
6 馬云俊;;產(chǎn)業(yè)轉(zhuǎn)移、全球價值鏈與產(chǎn)業(yè)升級研究[J];技術(shù)經(jīng)濟與管理研究;2010年04期
7 劉仁龍;;筆記本代工企業(yè)技術(shù)創(chuàng)新策略研究[J];科技促進(jìn)發(fā)展;2011年05期
8 趙定濤,李蓓;企業(yè)危機管理五力模型分析[J];科技進(jìn)步與對策;2005年04期
9 張紅波;OEM與自創(chuàng)品牌決策分析[J];科技與管理;2004年03期
10 劉志彪;中國沿海地區(qū)制造業(yè)發(fā)展:國際代工模式與創(chuàng)新[J];南開經(jīng)濟研究;2005年05期
相關(guān)碩士學(xué)位論文 前1條
1 齊彬彬;筆記本電腦代工行業(yè)的供應(yīng)鏈采購管理研究[D];南京理工大學(xué);2008年
本文編號：2193132
本文鏈接：http://sikaile.net/kejilunwen/jisuanjikexuelunwen/2193132.html
最近更新
教材專著
