重庆XD公司竞争战略研究

重庆大学硕士学位论文重庆XD公司竞争战略研究姓名：张新刚申请学位级别：硕士专业：工商管理指导教师：张旭梅20060401IXDXDXDXDCPMEFEIFEVRIOSWOTXDIIABSTRACTChongqingXDCorporationhadbeenestablishedin1995,mainlyisengagedinthefirepreventionclasselectronicproductstheproductionandthesale.Althoughthecompanyisfacingagoodenvironmentandthedevelopmentopportunity.Howeverthecompanyinrecentyearsdevelopmentextremelyisactuallyslow.Inparticularinmarketcompetitiondaybydayintensetoday,ChongqingXDCorporationinfrontofformidablecompetitorsuccessivelyunfavorablesituation.Thefieldsharewithersgradually,theproductprofitabilitydropsunceasingly,themanagementsituationisdaybydaystern.ThisarticlefirstcarriesonthebriefdescriptiontotheChongqingXDCorporation'spresentsituation,thusdrawsouttheprominentquestionwhichthecompanycurrentfaces.NextcarriesonamoredetailedanalysisusingthestrategicmanagementresearchtechniquetotheChongqingXD.Itsexternalenvironmentfactoranalysisincludes:Companycommonexternalenvironmentfactoranalysis;Thecompanyfacesdirectmarketfactoranalysis;Companyexistingcompetitionfactoranalysis.Itsinteriorenvironmentalfactoranalysisincludes:Companyexistingorganizationalstructureandpolicy-makingpresentsituation;Companyatpresentmarketmarketing,humanresources,technicalinnovation,enterprisecultureconstruction,enterprisecorecompetitivepoweranalysisandsoon.Andtheutilizationcompetitionsituationmatrix(CPM),exteriorfactorappraisalmatrix(EFE),internalfactorappraisalmatrix(IFE),theVRIOmodelanalysisandsooncarriesonthequalitativeappraisaltocompany'sfactor,byfurtherisclearaboutthecompanythesuperiorityandtheinferiority.Analyzesinaboveinthefoundation,willdetermineChongqingXDCorporationusingtheSWOTmatrixanalysismethodshort-termandthemediumandlong-termcompetitionstrategy.Nearfuturewillcompetethestrategytoinclude:Client'srelationshipisadministerd;Product'sdivergenceStrategyImplementationManagementdecision-makingscientificstyle,democratization,institution;Enterprisestrategicandsoonhumanresourcesmanagement,financialcontrol,technicalinnovationimplementation.Thelong-termcompetitionstrategyimplementationincludes:Theestablishmenthasthecharacteristictheenterpriseculture;Implementationenterpriseorganizationsandagenciestransformation;Establishmentstudyorganizationandsoon.CompetestheIIIstrategicimplementationthroughabovetoraisetheenterprisegraduallythecorecompetitivepower,thetendencywhichtheimprovemententerpriseeconomicefficiencyglidesdownunceasingly,enhancestheenterprisethesynthesiscompetitiveability.Finallycarriesontheappraisaltothisplanimplementationeffect,andafterexaminestheeconomiceffectwhichthisplanimplementationproduces.Keywords:CompetitionStrategy,Client'sRelationshipIsAdministerd,MarketMarketing,StudyOrganization,EnterpriseCulture1111.1“”20052004344421644714200831749.68[24][24][24]12XDXD1.21.2.118-19.19[1]20C.I.Barnard206080[20]208090[1][20]13PrahaladandHamel1.2.28090WTO[20][23]20[17]“”“TCL”1.31.3.1“”XD1.3.2[4]14XDXDXD1.3.3CPMEFEVRIOSWOTXDXD2522.12.1.1[21]6080[4]8090“”[4]2080·[1]“”————“”[20]208090PrahaladandHamel2.1.21990“[3]”26[3]“”[21]212.22.2.1[10]“[10]2.2.2“[10]”272.2.3“”2.2.42.32.3.1“”28[10][16]5011920220..George.Eldon.Mayo3“”“”[16]292.3.2[22]—12232.421[19]·----“21”Personalmasterymentalmodelssharedvisionteamlearningsystemsthinking·“21”·“”20902103XD113XD3.1XDXD1995LED10515121365720453.13.1XDFig3.1OrganizationalStructureofChongqingXD3.2XDXDXD1996XD3XD12XDXDLED1998XD30010019996XDXD50XD2000XD120040030XD2002202003XD20%40%8%2004XDXD20041265100XD3.3XD2002XD2003200420051-11XD3XD133.1XD20051-111695200320043.1Tab3.1SalesVolume(basedonproductcategories)3.2XD20051-11184.520032004200420032035620053.3XD20051-1147200320043.4XD20032004200424.%1520051-1110%2003200420051-1160058082050045060512080120LED01201504235651062126516953XD143.2Tab3.2SalesVolume(basedonproductcategories)3.3Tab3.3Freshproductdevelopmentstatisticallist2003200420051-11804575653058211818.5LED02022131011179123184.52003200420051-1188157612057LED0582251726473XD153.4Tab3.4Goingfromplacetoplacestateformofpersonnel2003%2004%20051-11%101581525121830620281515.824.8104XD164XD[4]XDXD4.1XDXDXD12345XD4XD17XD4.2XD“”199544132000627642.2%7.3%6.3%199539322000547539.2%6.8%48.7%40.4%20012005152.4%1500-2000233%50%4XD18201050%600206001.210002040001.64.3XD4.3.1[1]2.12.1Figure2.1TheAnalysisModleofCompetitivePower4XD194.3.2XDXDXDHDEXCQZHLXXD4.3.31990-2000104.3.44.3.54XD204.4XDXD4.4.1XDXDXD2.2XD1)2)3)4)XDXD“”1)4XD212)“”“”XD3)XD“”“”4.4.2XDXDXD1XD2XD315%XD36%,40%4XD222002102054XDXD“”5“”“”XD1XD2XD3XD4.4.3XDXD4XD231237252XD200130XD-YJI50301,XD,XD2“”4.4.4XDXD[22]4XD24[22]XD1234XD1234.4.5XDXDXDXDXDXDXDXDXD4XD25XD-YJLED70%4.4.6XD[21].[3]XDXDXD“”“”XD“”XDXD4XD264.5XDXDXDCPMEFEIFEVRIO4.5.1CPMXDXD4.10.01.011-443214.1CPMEFEIFEVRIO4.14.1XD2.74HD3.14EX2.72ZH2.64HDHDXDXDXD4XD274.1Tab4.1CompetitionPositionMatrix1=2=3=4=4.5.2EFEXDXD4.24.2XDXD2.55XDXDHDEXZH0.1220.2430.3620.2420.240.1030.330.320.320.20.1420.2840.5630.2440.560.2430.7230.7240.7230.720.1230.3630.3620.2420.240.1630.4830.4820.3220.320.1230.3630.3640.4830.3612.743.142.722.644XD284.2Tab4.2