本文選題：三一重工　切入點(diǎn)：國(guó)際化　出處：《中南大學(xué)》2012年碩士論文　論文類(lèi)型：學(xué)位論文

【摘要】：全球經(jīng)濟(jì)正朝著多元化、一體化的方向發(fā)展,有越來(lái)越多的中國(guó)企業(yè)對(duì)國(guó)際化表現(xiàn)出強(qiáng)烈的渴望,企業(yè)國(guó)際化不僅是企業(yè)自身發(fā)展的需要,更是企業(yè)長(zhǎng)期生存的需要。因此,制定有效的國(guó)際化戰(zhàn)略至關(guān)重要。中國(guó)企業(yè)如何走出國(guó)門(mén),進(jìn)入潛力巨大的國(guó)際市場(chǎng),實(shí)現(xiàn)國(guó)際化發(fā)展已成為中國(guó)企業(yè)界的熱門(mén)話(huà)題。中國(guó)的工程機(jī)械制造業(yè)起步較晚,但是面對(duì)激烈競(jìng)爭(zhēng)的國(guó)際市場(chǎng),還是有一批工程機(jī)械制造企業(yè)開(kāi)始“走出去”。三一重工(以下簡(jiǎn)稱(chēng)三一)便是其中最具代表性的企業(yè)之一。 三一將國(guó)際化作為企業(yè)的第三次創(chuàng)業(yè),力圖成為世界級(jí)的機(jī)械裝備制造商。從2002年開(kāi)始進(jìn)入國(guó)際市場(chǎng)至今,三一通過(guò)白建營(yíng)銷(xiāo)渠道、海外投資、海外并購(gòu)、戰(zhàn)略合作等方式,逐步深化三一的國(guó)際化戰(zhàn)略。目前三一已經(jīng)有各類(lèi)產(chǎn)品出口到全球110多個(gè)國(guó)家和地區(qū),三一在印度、美國(guó)、德國(guó)、巴西相繼投資建設(shè)工程機(jī)械研發(fā)制造基地,成為中國(guó)企業(yè)國(guó)際市場(chǎng)的開(kāi)拓中最具代表性的工程機(jī)械制造商。三的國(guó)際化經(jīng)驗(yàn)對(duì)于許多正在走向國(guó)際的中國(guó)企業(yè)有著寶貴的借鑒意義。 本文以漸進(jìn)式企業(yè)國(guó)際化理論、戰(zhàn)略選擇理論為指導(dǎo),結(jié)合三一國(guó)際化經(jīng)營(yíng)的歷程、現(xiàn)狀和未來(lái)規(guī)劃,對(duì)三一的國(guó)際化經(jīng)營(yíng)戰(zhàn)略進(jìn)行了深入的探討和研究。 首先,本文討論了當(dāng)前主流的企業(yè)國(guó)際化理論,作為后文分析三一國(guó)際化戰(zhàn)略的理論基礎(chǔ)。然后,根據(jù)國(guó)際工程機(jī)械行業(yè)發(fā)展的最新趨勢(shì),分析了三一在國(guó)際競(jìng)爭(zhēng)環(huán)境中所面對(duì)的機(jī)遇和威脅；根據(jù)三一開(kāi)拓國(guó)際市場(chǎng)近十年的歷程,結(jié)合國(guó)際化戰(zhàn)略理論對(duì)三一的內(nèi)部?jī)?yōu)劣勢(shì)進(jìn)行詳細(xì)論述,并總結(jié)出三一的核心競(jìng)爭(zhēng)優(yōu)勢(shì)以及不足之處。通過(guò)結(jié)合內(nèi)外部環(huán)境的分析結(jié)果,從組織架構(gòu)、代理商發(fā)展、人力資源、售后等幾個(gè)方面討論三一國(guó)際化戰(zhàn)略選擇的合理性,以提煉出對(duì)中國(guó)企業(yè)國(guó)際化具有借鑒意義的啟示。
[Abstract]:The global economy is moving towards diversification, the direction of integration, more and more enterprises on internationalization Chinese showed a strong desire, the internationalization of enterprises is not only their own development needs, is the need for the long-term survival of the business. It is essential to develop effective international strategy. How to get out of the country Chinese enterprises, into the huge potential the international market, the internationalization development has become a hot topic in China industry. China engineering machinery manufacturing industry started late, but in the face of fierce competition in the international market, there are still a number of engineering machinery manufacturing enterprises to "go out". Sany (hereinafter referred to as the 31) is one of the most representative enterprises.
31 enterprise internationalization as the third undertaking, to become a world-class manufacturer of machinery and equipment. From the beginning of 2002 to enter the international market since 31 by the white building marketing channels, overseas investment, overseas mergers and acquisitions, strategic cooperation, international strategy is gradually deepening 31. At present, 31 have all kinds of products exported to the world more than 110 countries and regions, 31 in India, the United States, Germany and Brazil have invested in the construction of engineering machinery R & D and manufacturing base, has become the international market Chinese enterprise development in the most representative of the engineering machinery manufacturers. Three international experience for many international Chinese enterprises are to have a valuable reference.
Guided by the gradual internationalization theory and strategic choice theory, combined with the history, current situation and future plan of the 31 international operation, the 31 international business strategy has been deeply discussed and studied.
First, this paper discusses the current mainstream enterprise internationalization theory, as the theoretical basis of the analysis of 31 international strategy. Then, according to the latest trend of the development of international engineering machinery industry, analyzes the 31 face in the international competitive environment opportunities and threats; according to the course of the 31 to develop the international market for nearly ten years, with the the theory of internationalization strategy of 31 internal advantages and disadvantages are discussed in detail, and summed up the 31 core competitive advantages and disadvantages. Through the analysis of the internal and external environment, from the organizational structure, business development, human resources, customer service and other aspects to discuss the rationality of the 31 international strategy choice, in order to extract the significant enlightenment Chinese of enterprise internationalization.

【學(xué)位授予單位】：中南大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2012
【分類(lèi)號(hào)】：F272;F426.4

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