民營(yíng)Q水電設(shè)計(jì)公司市場(chǎng)拓展戰(zhàn)略研究
發(fā)布時(shí)間：2019-04-26 12:22
【摘要】：隨著我國(guó)國(guó)民經(jīng)濟(jì)建設(shè)的不斷深入，國(guó)家能源結(jié)構(gòu)的不斷變化，水電大開(kāi)發(fā)如火如荼的掀起，特別是國(guó)家制定西部大開(kāi)發(fā)戰(zhàn)略以來(lái)，水電行業(yè)歷經(jīng)了跨越式的大發(fā)展。作為水電行業(yè)的核心競(jìng)爭(zhēng)部門(mén)，水電設(shè)計(jì)單位在最近30年內(nèi)也經(jīng)歷了“滾雪球”式的大發(fā)展。從全部“國(guó)字號(hào)”設(shè)計(jì)院所統(tǒng)領(lǐng)的“老大哥”時(shí)代，到私營(yíng)設(shè)計(jì)公司如雨后春筍般萌發(fā)，到現(xiàn)在多種所有制形式互相補(bǔ)充的百花齊放的多元時(shí)代，國(guó)內(nèi)水電設(shè)計(jì)行業(yè)的競(jìng)爭(zhēng)前所未有的白熱化起來(lái)。除此之外，隨著國(guó)家“走出去”戰(zhàn)略的深入，我國(guó)的水電設(shè)計(jì)企業(yè)早已投身于世界范圍內(nèi)的水電能源競(jìng)爭(zhēng)當(dāng)中，在非洲，南美洲，東南亞參與了很多當(dāng)?shù)氐乃娫O(shè)計(jì)工作，不僅為國(guó)家贏(yíng)得了榮譽(yù)，更是為國(guó)家的經(jīng)濟(jì)建設(shè)甚至外交事業(yè)做出了極大的貢獻(xiàn)。在這個(gè)歷史的大背景下，地處西南腹地的民營(yíng)Q水電設(shè)計(jì)公司，不僅面對(duì)國(guó)內(nèi)強(qiáng)手如林的競(jìng)爭(zhēng)環(huán)境，而且積極加入到全球化的經(jīng)濟(jì)進(jìn)程當(dāng)中，不斷出現(xiàn)在國(guó)際水電設(shè)計(jì)舞臺(tái)上。要想長(zhǎng)久的保持強(qiáng)大的競(jìng)爭(zhēng)實(shí)力，要想在國(guó)內(nèi)外水電設(shè)計(jì)行業(yè)的競(jìng)爭(zhēng)中求生存，不能只著眼于眼下的局部利益，還要進(jìn)行長(zhǎng)遠(yuǎn)的戰(zhàn)略規(guī)劃。對(duì)企業(yè)而言，最大的核心競(jìng)爭(zhēng)力莫過(guò)于發(fā)現(xiàn)市場(chǎng)，占領(lǐng)市場(chǎng)，開(kāi)拓市場(chǎng)，，保持長(zhǎng)久的市場(chǎng)份額，在市場(chǎng)競(jìng)爭(zhēng)中樹(shù)立良好的形象與口碑，積累軟實(shí)力。因此，制定有效的市場(chǎng)拓展戰(zhàn)略是公司發(fā)展的內(nèi)在需要，也是迫在眉睫的第一要?jiǎng)?wù)。 論文首先闡明了研究的目的、意義、研究方法和結(jié)構(gòu)框架，介紹了Q水電設(shè)計(jì)公司的基本情況，然后通過(guò)SWOT診斷法對(duì)Q水電設(shè)計(jì)公司所面臨的宏觀(guān)外部環(huán)境和行業(yè)競(jìng)爭(zhēng)環(huán)境，公司內(nèi)部資源、能力進(jìn)行了詳細(xì)的分析，明確了Q水電設(shè)計(jì)公司在市場(chǎng)競(jìng)爭(zhēng)中的優(yōu)勢(shì)和劣勢(shì)及市場(chǎng)拓展中的機(jī)會(huì)和威脅。然后結(jié)合公司市場(chǎng)拓展的愿景和目標(biāo)，確定了公司市場(chǎng)拓展戰(zhàn)略總框架，提出采用同心多元化和前向一體化相結(jié)合的戰(zhàn)略構(gòu)架。論文最后研究了實(shí)現(xiàn)市場(chǎng)拓展戰(zhàn)略規(guī)劃的保障機(jī)制，提出通過(guò)調(diào)整組織結(jié)構(gòu)、將企業(yè)文化貫徹到市場(chǎng)銷(xiāo)售實(shí)踐、完善人力資源管理、加大創(chuàng)新的力度，加大對(duì)外營(yíng)銷(xiāo)的力度，注重環(huán)保理念等措施，保證Q水電設(shè)計(jì)公司市場(chǎng)拓展戰(zhàn)略的順利實(shí)施。
[Abstract]:With the deepening of the national economic construction and the change of the national energy structure, the hydropower industry has been developed by leaps and bounds since the country formulated the strategy of developing the western part of the country, and the hydropower industry has been developed by leaps and bounds, especially since the country formulated the strategy for the development of the western region. As the core competition department of hydropower industry, hydropower design unit has also experienced the great development of "snowball" in the last 30 years. From the era of "Big Brother" led by all the "national names" design institutes, to the springing up of private design companies, to the pluralistic era in which various forms of ownership complement each other. Competition in the domestic hydropower design industry has never been more intense. In addition, with the deepening of the national strategy of "going out", China's hydropower design enterprises have long been involved in the competition for hydropower energy in the world. In Africa, South America, Southeast Asia has participated in many local hydropower design work. Not only has won the honor for the country, but also has made the great contribution to the country's economic construction and even the diplomatic cause. In this historical background, the private Q hydropower design company located in the southwestern hinterland is not only facing the competitive environment at home, but also actively participating in the globalization of the economic process, constantly appearing on the international stage of hydropower design. In order to maintain a long-term strong competitive strength and survive in the competition of hydropower design industry at home and abroad, we should not only focus on the local interests at present, but also carry on long-term strategic planning. For enterprises, the biggest core competitiveness is to discover the market, occupy the market, open up the market, maintain a long-term market share, establish a good image and reputation in the market competition, and accumulate soft power. Therefore, the establishment of an effective market expansion strategy is the internal needs of the company's development, but also the urgent first priority. Firstly, the purpose, significance, research method and structure frame of the research are expounded, and the basic situation of Q hydropower design company is introduced. Then, the macro external environment and the industry competition environment faced by Q hydropower design company are analyzed by SWOT diagnosis method. The internal resources and capabilities of the company are analyzed in detail, and the advantages and disadvantages of Q Hydro Design Company in the market competition and the opportunities and threats in the market expansion are identified. Then, combined with the vision and goal of the company's market expansion, the general framework of the company's market expansion strategy is determined, and a strategic framework combining concentric diversification and forward integration is proposed. Finally, the paper studies the guarantee mechanism to realize the strategic planning of market expansion, and puts forward that through the adjustment of organizational structure, the implementation of enterprise culture into marketing practice, the improvement of human resources management, the strengthening of innovation and the strength of external marketing, Pay attention to environmental protection concept and other measures to ensure the smooth implementation of Q Hydro Design Company's market expansion strategy.
【學(xué)位授予單位】：四川師范大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類(lèi)號(hào)】：F426.61;F426.91;F274
[Abstract]:With the deepening of the national economic construction and the change of the national energy structure, the hydropower industry has been developed by leaps and bounds since the country formulated the strategy of developing the western part of the country, and the hydropower industry has been developed by leaps and bounds, especially since the country formulated the strategy for the development of the western region. As the core competition department of hydropower industry, hydropower design unit has also experienced the great development of "snowball" in the last 30 years. From the era of "Big Brother" led by all the "national names" design institutes, to the springing up of private design companies, to the pluralistic era in which various forms of ownership complement each other. Competition in the domestic hydropower design industry has never been more intense. In addition, with the deepening of the national strategy of "going out", China's hydropower design enterprises have long been involved in the competition for hydropower energy in the world. In Africa, South America, Southeast Asia has participated in many local hydropower design work. Not only has won the honor for the country, but also has made the great contribution to the country's economic construction and even the diplomatic cause. In this historical background, the private Q hydropower design company located in the southwestern hinterland is not only facing the competitive environment at home, but also actively participating in the globalization of the economic process, constantly appearing on the international stage of hydropower design. In order to maintain a long-term strong competitive strength and survive in the competition of hydropower design industry at home and abroad, we should not only focus on the local interests at present, but also carry on long-term strategic planning. For enterprises, the biggest core competitiveness is to discover the market, occupy the market, open up the market, maintain a long-term market share, establish a good image and reputation in the market competition, and accumulate soft power. Therefore, the establishment of an effective market expansion strategy is the internal needs of the company's development, but also the urgent first priority. Firstly, the purpose, significance, research method and structure frame of the research are expounded, and the basic situation of Q hydropower design company is introduced. Then, the macro external environment and the industry competition environment faced by Q hydropower design company are analyzed by SWOT diagnosis method. The internal resources and capabilities of the company are analyzed in detail, and the advantages and disadvantages of Q Hydro Design Company in the market competition and the opportunities and threats in the market expansion are identified. Then, combined with the vision and goal of the company's market expansion, the general framework of the company's market expansion strategy is determined, and a strategic framework combining concentric diversification and forward integration is proposed. Finally, the paper studies the guarantee mechanism to realize the strategic planning of market expansion, and puts forward that through the adjustment of organizational structure, the implementation of enterprise culture into marketing practice, the improvement of human resources management, the strengthening of innovation and the strength of external marketing, Pay attention to environmental protection concept and other measures to ensure the smooth implementation of Q Hydro Design Company's market expansion strategy.
【學(xué)位授予單位】：四川師范大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類(lèi)號(hào)】：F426.61;F426.91;F274
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