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上海交通大学硕士学位论文上海JT工程机械公司发展战略研究姓名：李大为申请学位级别：硕士专业：工商管理指导教师：孟宪忠20080601JTJT.JTSWOTSOSTWOWTRESEARCHONDEVELOPMENTSTRATEGYOFSHANGHAIJTENGINEERINGMACHINECOMPANYABSTRACTInrecentyears,withthestrengtheningofinfrastructureconstructionanddevelopmentofCentral-westernChina,improvingofurbanizationandnewruralarea’sconstruction,developmentopportunitieshavebeenraisedindomesticengineeringmechanicalindustry.Therehavebeensignificantimprovementsinoverallprofitabilityandmarketcompetitivenessofthecompanieswhichprovidehugepotentialforgrowth.Inthefollowing5to10years,ourengineeringmechanicalindustrywillmaintainrelativelyhighgrowthtrend.ShanghaiJTEngineeringMachineCompanyisaprofessionalmanufacturerofundergroundconstructionequipments,affiliatedtoalistedcompanyinlocalstockmarket.Itistheindustryrepresentativeofthiscompany.However,duetothelimitationoftraditionalsystemandundevelopedmechanism,thecompany’soperatingperformancehasbeenstayingatalowerlevelandcannotsatisfytherequirementofboththeparentcompanyandtheindustry.Thereisanurgentneedindevelopinganewstrategyforthecompanytoachievefast,healthy,andsustainablegrowth.Thispaperintroducesindetailthestatus,characteristics,andfuturetrendsoftheinternationalengineeringmechanicalindustry.ItanalysesindetailthemarketcompetitionstructurebyusingFive-PowermodelofMichaelPorter,therepresentativeofIndustrialOrganization.BasedonJT’scurrentcompetence,resourcesandmarketpositioning,thepaperanalysesthemarketenvironment,competitionenvironment,thestrengthandweaknessofthecompanybyusingSWOTmethodology.ThefourstrategicmodelsofSO,ST,WO,andWTaredevelopedforthecompany’schoice.Basedonthecompany’sdevelopmentneeds,byleadingtechnologyanddifferentiatingproducts,astrategyoffocusingonexpandingundergroundmachinerymarketsegmentisproposed.Anevaluationofthisstrategyisconductedalso.Inthelast,thepaperdiscussesthekeypointsforattentionduringtheimplementationofthenewstrategyandthemeasurestobetakentoensureasmoothimplementation,includinginternal/externalresourcesallocation,corecompetencies’establishment,etc.KEYWORDS:developmentstrategy,competition,engineeringmechanical,solutionresearch200831820083182008318MBAJT11828813004300[1]2001WTO200238%200334%10002007162028.36%505-1020-30%[2]JTJTJT20902004MBAJT2JT2007JTJT2010101234JTJTJTJTJTMBAJT311120909001080~90%2110852000102220072010691.21.2.15021MBAJT416150300070%2003120011.7%33.8%27.3%14.2200238%200334%10002004200329.27%110.87%14.37%12006.011.FIGURE1NationalEngineeringMachineSalesVolume&MarketCapacityMBAJT55-102030%[3]1.2.2200620082010WTO2006162028.3650200746%32%226040%70%100%1.2.350()MBAJT6200820101.3,20016.890.6%20027.430.9%2003101.25%200418.51.56%[4]2200420%13%80%[5]2002-20052FIGURE2TheImport&ExportVolumeofNationalEngineeringMachineMBAJT720065017.502007200977.5MBAJT8221200115.3%20047.8%2005200411[6]2.1.1200720082010.2010:16~20%GDP220107.5202010,92000MBAJT92020791879188.510004000[7]5-10200043008000[8]200415281.74.817%36%GDP302.1.2MBAJT10200820106%9%22%23%32%21200510253.7585%[9]60002.2MBAJT11JT2.2.1WTO199468%200340%2.2.2[10]1085%200720065012282.2.3MBAJT122.2.4702.2.545%,,MBAJT1333.12060[11]206070SWOTStrengthWeaknessOpportunitiesThreat,,,,1.,,,2.,,,MBAJT143.,,:,,,,,,,207080SCP[12],,,,MBAJT15.3FIGURE3ForcesDrivingIndustryCompetition2080901984PeterafMBAJT16,,2090[13]MBAJT17[14]SWOTJT[15]3.2MBAJT184[16]FIGURE4Five-ForceModelofDrivingIndustryDevelopment3.2.1JT20055MBAJT1920074011Table1TheMarketShareofDomesticContinuousConcreteWallProducts200520062007JT30%45%60%30%20%15%3015%15%10%20%10%25FIGURE5KeyCompetitorsontheMarketofContinuousConcreteWallProductsMBAJT202Table2TheEstimatedMarketShareofMultifunctionDrillingMachine20052006200729%33%30%7%10%10%10%15%15%12%10%10%JT2%10%11%40%22%24%JTJT35%32%18%15%JT6~85%50%15%10%3.2.2MBAJT213.2.33.2.43.2.5MBAJT22MBAJT234JT41JT411JT19212060207040412SDSGSMWFCGSGDGPP1SDSD12SD20SD20WSD22SD22WSD28LSD28LW2SGSG22SG30SG35SG40SG40A3ZKDZKD65-3ZKD85-3ZKD100-3SMWSMW4GDGD25GD35MBAJT244.1.3SG2137733911SD29101ZKD1---42MBAJT256FIGURE6TheStructureofJTCompany35014225.6%238%35%26.5%51.7%4543MBAJT262004JT3002000JTJTJTJT200432004-2007Table3TheKeyPerformanceIndicatorsoftheCompanyfrom2004to2007200420052006200718000118802002130216-13512061244217031.1836.5559.7686.3342004-2007Table4TheKeyFinanceIndictorsofCompanyfrom2004to2007JT200420052006200730,602.0029,775.0032,382.0037,268.006,344.105,501.006,674.008,335.003,237.802,812.005,005.008,672.0018,051.5011,880.0020,021.0030,216.00,JT3050%MBAJT27,,MBAJT285JT5.1JT5.1.12JT2007JT:125.1.230MBAJT292008(1)(2)(3)(4)5.1.328132007MBAJT305.1.4JT3.73833520073.0221701:10004504571(1)200783503.7322.4%(50%85%49%55%)(2)20072.41,0.755Table5TheLiquidityandQuickRatiosofOtherCompanies0.991.581.740.540.831.07(3)MBAJT3183358335100%2(1)1.391.7130876%(2)20073111.6(3)20070.89405320042004200750%70%5.1.5360:84:253026358736501455098MBAJT32:2737381416354JT20066Table6TheHumanResourcePlaninNextFiveYears2007200820092010201134404545405.2JTSWOTSWOTMBAJT337JTSWOTTable7TheSWOTMatrixandtheFeasibleStrategyofJTCompanyStrength1.2.“JT”3.4.5.6.7.Weakness1.2.3.4.5.Opportunities1.2.3.4.5.SO