DL公司发展战略研究

重庆大学硕士学位论文DL公司发展战略研究姓名：郑洪武申请学位级别：硕士专业：工商管理指导教师：张旭梅20060301IDLBASFBASFBASFBASFDL(OEM)DLDLDLDLDLDLVRIODLDLDLOEMDLDLDLDLOEMIIABSTRACTTheautomobileindustryinchinaespeciallycarindustryhasbeeninvolvedintheworldwideautomobileindustry.Thechineseindustriesrelatedwithchineseautomobileindustrysuchasautomobilepartindustryandautomobilechemicalindustryalsodevelopastheworldwideindustry.Automobilelubricationindustryhasbeenboomedwiththeautomobileindustry’srapiddevelopmentandcarsbecomingpopularlyinchinaandtheproductsinthisindustryhavesteppedintofamilyasadailyutilityfromakindofindustrialproducts.Withthistrendmanymultinationalcorporationsswarmintothechineseautomobilelubricationmarketandthecompetitionbecomesmoreandmorefiercely.GuangdongDLcompanythroughcooperationwithBASFCo.thechemicalgiantintheworld,bottlinganddistributingBASFcoolantproduct,becomesaleadingcompanyinchina.GuangdongDLcompanymakingfullyuseofthebrandofBASFandthelongtermgoodcooperationrelationshipsbetweenBASFandmanymultinationalautomakersestablishesagoodrelationshipwithmanychineseautomanufacturerssuchasFVWSVWSGMandsoon.GuangdongDLcompanybenefitsalotfromthisadvantageousposition.WiththechangeofthemarketconditionsandbusinesscircumstancesDLcompanyhastomakeanewdecisionabouthisstrategyandfuturedevelopment.Thisdissertationtriestoapplythematurestrategictheoriestosolvetheproblemsthatthecompanyfacesintherealworld.Firstlystrategicmanagementtheorysuchastherelatedconceptofthestrategythewayofstrategicthinkingthetoolofstrategicmanagementandthetheoryofdynamiccompetitivestrategyisintroducedinthisdissertationandconstructsthefoundationofthedissertation.SecondlythemacroenvironmentwhereDLcompanyasalubricationcompanydevelopsisdiscussedfromtheperspectivesofpoliticseconomysocietytechnologyandautoindustryandtheindustryenvironmentwhichDLcompanyliesinisalsodisscusedfromtwopointsmarketstructureandindustryframeandfromwhichwegettoknowtheopportunityandthethreatwhichDLcompanyfaces.ThirdlythisdissertationgivesabasicintroductionofDLcompanyandmainbusinesspartnersofDLcompanyareanalysedandthetoolofvaluechainandVRIOmethodareappliedintheinternalresourcesanalysisofDLcompany.ThestrengthIIIpointandtheweakpointofDLcompanyarediscoveredinthisway.FianallyThechoiceofdiversifiedbusinessesstrategyforDLcompanyisnecessaryandrealisticlogicallythroughacomprehensiveanalysis.ItisjusttheroadforDLcompanystickingtotheprincipleofdoingbusinesswithautoindustrytowalkonthatmakesfullyuseofthegoodrelationshipswithkeyclientsandstrengthensandconsolidatesthecurrentcooperationrelationshipswithforeignfamouscorporationsandthatdevelopsafurtherrelationshipwithmoremultinationalcorporationsandwidensthebusinessfields.ThisdissertationnotonlyoffersabasictheoryofdiversifiedbusinessesstrategyforDLcompany’sfurtherdevelopment,butalsopointsouttheexistingproblemsandthedirectionforDLcompanytotrytoworktowardswhilethediversifiedbusinessesstrategyisimplementedsmoothly.Keywords:DLcompany,automobileindustry,OEM,lubricationindustry,diversifiedbusinessesstrategy1111.1198531994DLDL1996DL(DLOEMOEM)DLDL20044OEMDLDLDLDL1.2DLDL12DLDLDLDL2322.12.1.11(C.I.Barnard)1938(KennethAndrews)197123(Barney)412.1242.1Figure2.1Gradedefinationofstrategyandstrategicmanagement2SWOT(strengths)(weakness)(opportunity)(threats)35P(Plan)5(Ploy)(Pattern)(Position)(Perspective)2.1.22.1252.1Table2.1DifferentstrategiclevelsofDiversificationStrategiccompanyCEO()//()()//()2.1.2.162.1.2.2202678DL9()10DL2.22.2.1112.2.2272.2.2.1PEST(Policy)(Economy)(WTOOPEC)(Society)(Technology)2.2.2.21.12()4820504CR8CR132.2282.2Table2.2Marketstructure’sbasiccharacteristicandcompany’sbehavior14(1)(2)(3),15()()1629172.(PORTER)18()2.22.2Figure2.2Porter’scompetingforcesmodel2102.2.319VRIO2.2.3.12.3A()B(,)C()D()E(211)A()B(,)C()2.3Figure2.3Poter’sbasicvaluechainmodel2.2.3.2VRIO(Barney)VRIO(VALUE)(RARENESS)(IMITABILITY)(ORGANIZATION)4(Barney)420MIS21212341)2)3)4)421VRIO2.3.(MichaelA.Hitt)22232.3.1213DL2.32.3Table2.3Differenttypesofdynamiccompetitionstrategies/2.3.22142425Gort(1962)Berry(1975)PittHopkins(1982)RamanjamVaradarajan(1989)DLOEMOEMOEMOEMDLDLOEMOEMOEMDL3DL163DL()PEST([P][E][S][T])DL3.13.1.1200520052005260020043DL173.1.2200111WTO200220039272004392005551/32003143.67GDP1.02%30%10-2020101000200571200411200120048.6%2003GDP100010902004GDP1269GDP1000263.119932003GDPTable3.1indexesofGDPforChinafrom1993to2003(GDP)()()20031166949.1%20021023988%2001959337.3%2000894428%3DL181999820677.1%1998783457.8%1997747728.8%1996677959.7%19955773310.2%19944380011.8%19933138013.4%1993-2003WTO20052590020055IBMPC20057212%20053.1.3200.45827253DL1913.2(19782002)Table3.2Thechangesaboutengelindexofchineseresidentsfrom1978to200219781980198519901995200020012002(%)67.761.857.858.858.649.147.746.2(%)57.556.953.354.250.139.438.237.7200323.3(19782002)Table3.3ThedataoftotalsavingsdepositofChineseresidentsfrom1978to200219781980198519901995200020012002()210.6399.51622.67119.829662.364332.473762.486910.6200312000283.4Table3.4ThechangesofaveragelivingspaceofChineseresidents19781980198519901995199920002001(/)8.19.414.717.821.024.224.825.7(/)3.63.95.