【摘要】：在我國(guó)加大宏觀經(jīng)濟(jì)調(diào)控和世界經(jīng)濟(jì)持續(xù)低迷的大環(huán)境下,我國(guó)工程機(jī)械行業(yè)出現(xiàn)了市場(chǎng)需求持續(xù)低迷、產(chǎn)能過(guò)剩、持續(xù)增長(zhǎng)的庫(kù)存壓力、應(yīng)收賬款的壓力和新進(jìn)入者的不斷涌現(xiàn)等諸多不確定性和不穩(wěn)定性,市場(chǎng)競(jìng)爭(zhēng)愈加激烈,工程機(jī)械產(chǎn)業(yè)的發(fā)展正處于關(guān)鍵的調(diào)整期和整合期。山東CQL有限公司是一個(gè)以裝載機(jī)為主營(yíng)業(yè)務(wù)的工程機(jī)械制造商,2008年成為美國(guó)CAT的全資子公司,作為CAT大中國(guó)戰(zhàn)略的重要組成部分,該公司通過(guò)引進(jìn)吸收CAT 6Sigma、CPS、TPM、5S管理及MQ12005質(zhì)量管理等先進(jìn)的管理模式,在企業(yè)管理方面得到了快速地提升。在產(chǎn)品研發(fā)和制造技術(shù)方面,依托母公司的技術(shù)優(yōu)勢(shì),質(zhì)量都得到了長(zhǎng)足地提高。但是,受東西方文化的差異以及對(duì)中國(guó)工程機(jī)械市場(chǎng)的了解等諸多因素的影響,企業(yè)競(jìng)爭(zhēng)戰(zhàn)略出現(xiàn)了一些偏差,企業(yè)業(yè)績(jī)提升緩慢。在此背景下,本文以山東CQL有限公司作為案例,在回顧和梳理戰(zhàn)略管理理論、競(jìng)爭(zhēng)戰(zhàn)略理論、工程機(jī)械行業(yè)競(jìng)爭(zhēng)戰(zhàn)略相關(guān)研究文獻(xiàn)的基礎(chǔ)上,對(duì)其競(jìng)爭(zhēng)戰(zhàn)略的選擇和實(shí)施進(jìn)行了研究。首先,本文通過(guò)PEST模型和五力模型對(duì)山東CQL有限公司所面臨的外部宏觀環(huán)境、行業(yè)競(jìng)爭(zhēng)態(tài)勢(shì)、主要競(jìng)爭(zhēng)對(duì)手等進(jìn)行了綜合分析,得出了山東CQL有限公司面臨的機(jī)會(huì)有：政治環(huán)境穩(wěn)定；國(guó)內(nèi)經(jīng)濟(jì)環(huán)境優(yōu)越,市場(chǎng)回暖的契機(jī)；文化環(huán)境呈多樣性,更加和諧和包容；消費(fèi)意識(shí)發(fā)生積極的變化,工程機(jī)械市場(chǎng)細(xì)分和需求呈多樣性；技術(shù)環(huán)境相對(duì)成熟,配套體系相對(duì)健全；供應(yīng)商討價(jià)還價(jià)的能力相對(duì)較弱；部分競(jìng)爭(zhēng)對(duì)手經(jīng)營(yíng)狀況出現(xiàn)惡化。山東CQL有限公司面臨的威脅是：行業(yè)競(jìng)爭(zhēng)壓力增大,裝載機(jī)的市場(chǎng)份額下滑；部分競(jìng)爭(zhēng)對(duì)手健康成長(zhǎng),并不斷壯大；替代品挖掘機(jī)市場(chǎng)不斷成長(zhǎng)；潛在進(jìn)入者的威脅；環(huán)保政策趨嚴(yán)。其次,本文通過(guò)對(duì)山東CQL有限公司的內(nèi)部條件進(jìn)行客觀的評(píng)價(jià),分析提出了相對(duì)與行業(yè)主要競(jìng)爭(zhēng)對(duì)手具有的優(yōu)勢(shì)：優(yōu)良的制造資源；雄厚的技術(shù)資源和知識(shí)資源；充足的生產(chǎn)能力；強(qiáng)大的創(chuàng)新能力；完善的抵御風(fēng)險(xiǎn)的財(cái)務(wù)能力；良好的品牌形象。同時(shí)也分析提出了存在的劣勢(shì)：組織結(jié)構(gòu)過(guò)于細(xì)分；營(yíng)銷能力不足；專業(yè)技術(shù)人員的比例低；高素質(zhì)人才不足；企業(yè)文化建設(shè)有待加強(qiáng)；員工凝聚力、士氣低落。然后,通過(guò)QSPM矩陣對(duì)山東CQL有限公司的競(jìng)爭(zhēng)戰(zhàn)略進(jìn)行了定量分析,并做出了選擇,結(jié)論認(rèn)為集中于中高端市場(chǎng)的差異化戰(zhàn)略是CQL公司的最佳選擇,同時(shí)提出了一系列的實(shí)施途徑：培育和提升營(yíng)銷能力,實(shí)施營(yíng)銷差異化；建立“以最終客戶為中心,與CQL共同發(fā)展”的分銷渠道目標(biāo),實(shí)現(xiàn)分銷渠道的差異化；強(qiáng)化技術(shù)創(chuàng)新,實(shí)現(xiàn)產(chǎn)品差異化；積極參與社會(huì)活動(dòng)和履行社會(huì)責(zé)任,實(shí)現(xiàn)企業(yè)形象差異化；積極推進(jìn)可靠性工程,實(shí)現(xiàn)產(chǎn)品質(zhì)量的差異化可持續(xù)性；實(shí)施專業(yè)化產(chǎn)品支持策略,實(shí)現(xiàn)服務(wù)的差異化；實(shí)施組織結(jié)構(gòu)的優(yōu)化,實(shí)現(xiàn)管理成本的降低。最后,結(jié)合競(jìng)爭(zhēng)戰(zhàn)略的實(shí)施要求和CQL公司的實(shí)際情況,提出了優(yōu)化組織結(jié)構(gòu)、戰(zhàn)略實(shí)施的“一把手”工程、塑造創(chuàng)新型的企業(yè)文化、強(qiáng)化技術(shù)資源的整合與利用、營(yíng)銷渠道和營(yíng)銷能力的建設(shè)、可靠性工程的推廣、完善成本的控制、加快信息化建設(shè)的步伐等一系列的保障措施,以確保競(jìng)爭(zhēng)戰(zhàn)略的順利實(shí)施。本文采用理論與實(shí)踐相結(jié)合的方式,運(yùn)用競(jìng)爭(zhēng)戰(zhàn)略分析工具,選擇了集中于中高端市場(chǎng)的差異化戰(zhàn)略作為山東CQL有限公司的競(jìng)爭(zhēng)戰(zhàn)略并制定了相應(yīng)的實(shí)施途徑,同時(shí),提出了山東CQL有限公司競(jìng)爭(zhēng)戰(zhàn)略實(shí)施的保障措施,對(duì)CQL有限公司建立差異化的競(jìng)爭(zhēng)優(yōu)勢(shì),擴(kuò)大市場(chǎng)占有率,提升運(yùn)營(yíng)業(yè)績(jī)具有積極意義。
[Abstract]:Under the great environment of China's macro-economic regulation and the sustained economic downturn of the world economy, China's engineering machinery industry has developed the stock pressure of the market demand, overcapacity and sustained growth. The pressure of accounts receivable and the continuous emergence of new entrants and other uncertainties and instability, the market competition is becoming more and more intense, and the development of the engineering machinery industry is in the key adjustment period and the whole period. Shandong CQL Co., Ltd. is an engineering machine manufacturer with loader as main business. In 2008, it became a wholly-owned subsidiary of CAT, as an important part of CAT China's strategy, which was introduced to absorb CAT 6 Sigma, CPS, TPM, The advanced management mode, such as 5S management and the quality management of MQ12005, has been rapidly promoted in enterprise management. In terms of product R & D and manufacturing technology, relying on the technical advantages and quality of the parent company, the quality has been greatly improved. However, influenced by the difference of the East-West culture and the understanding of China's construction machinery market, the enterprise's competition strategy has some deviation, and the enterprise's performance is improved slowly. In this background, this paper, taking Shandong CQL Co., Ltd as a case, studies the selection and implementation of the competition strategy on the basis of reviewing and combing the strategic management theory, the competition strategy theory and the competition strategy of the engineering machinery industry. First of all, this paper makes a comprehensive analysis of the external macro-environment, the industry competition situation and the main competitors faced by Shandong CQL Co., Ltd. through the PEST model and the five-force model, and draws the conclusion that the opportunity for Shandong CQL Co., Ltd. is: the political environment is stable; the domestic economic environment is superior, The opportunity to return to the market, the diversity of the cultural environment, the more harmonious and inclusive, the positive change of the consumption consciousness, the diversity of the construction machinery market segment and the demand, the relative maturity of the technology environment, the relative sound of the supporting system and the relatively weak bargaining power of the supplier; Some of the competitors' operating conditions have deteriorated. The threat faced by Shandong CQL Co., Ltd. is that the competition pressure of the industry is increased, the market share of the loader is declining, some of the competitors are healthy and growing, the market of the alternative excavator is growing, the potential entrants are threatened, and the environmental protection policies are tightened. Secondly, through the objective evaluation of the internal conditions of Shandong CQL Co., Ltd., this paper puts forward the advantages of the relative and the main competitors of the industry: the excellent manufacturing resources, the abundant technical resources and knowledge resources, the sufficient production capacity, and the strong innovation ability; Perfect financial ability against risk; good brand image. At the same time, it also analyzes the disadvantages of the present situation: the organization structure is too subdividing, the marketing ability is insufficient, the proportion of the professional technical personnel is low, the high-quality personnel are not enough, the construction of the enterprise culture is to be strengthened, the staff's cohesion and the morale are low. Then, through QSPM matrix, the competition strategy of Shandong CQL Co., Ltd. is quantitatively analyzed, and the selection is made. The conclusion is that the differentiation strategy of the middle and high-end market is the best choice for CQL, and a series of implementation approaches are put forward: the cultivation and promotion of marketing ability. Implement the differentiation of marketing; establish the target of distribution channel of the "Take the final customer as the center and develop with the CQL", realize the differentiation of the distribution channel, strengthen the technological innovation, realize the product differentiation, actively participate in the social activities and fulfill the social responsibility, realize the differentiation of the enterprise image, and actively promote the reliability engineering, Realize the differential sustainability of the product quality; implement the professional product support strategy and realize the differentiation of the service; implement the optimization of the organizational structure and realize the reduction of the management cost. Finally, in combination with the implementation requirements of the competition strategy and the actual situation of the CQL, the paper puts forward the "a handle" project of optimizing the structure and strategy of the organization, shaping the innovative enterprise culture, strengthening the integration and utilization of the technical resources, the construction of the marketing channel and the marketing capacity, The extension of the reliability project, the control of the perfect cost, the step of speeding up the information construction, and so on, to ensure the smooth implementation of the competition strategy. In this paper, by combining the theory and practice, the competitive strategy analysis tool is applied to select the differentiation strategy focused on the medium and high-end market as the competition strategy of Shandong CQL Co., Ltd. and set up the corresponding implementation approach, and at the same time, This paper puts forward the guarantee measures for the competition strategy implementation of Shandong CQL Co., Ltd., and it has positive significance to the establishment of the differentiated competitive advantage, the expansion of the market share and the promotion of the operation performance of CQL Co., Ltd.
【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】：2015
【分類號(hào)】：F272;F426.4

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