格兰仕电器有限公司低成本发展战略研究

华中科技大学硕士学位论文格兰仕电器有限公司低成本发展战略研究姓名：龙泽政申请学位级别：硕士专业：工商管理指导教师：刘志学20040429IIOEMIIAbstractEnterprisestrategyisanintegralplanningtoguidetheenterprise’slongrundevelopmentbasedonsuitabilityoftheenvironmentchange.ThisthesisfirstlycomparesaboutthreekindsofmainstrategicschemesaccordingtoPorter’sstrategicclassification,andexplainsthesuitabilityanddifferentcharacteristicsofvariouskindsofstrategicschemes.Secondly,accordingtothedevelopmentcourseofGuangdongGalanzelectricapplianceCo.,Ltd.,choicecourseofthestrategyofexpansioninlowcost,andcombinationourcountry'spresentnationalconditions,thethesisstudiestheexternalandinternalenvironmentthatmakesthestrategysucceed,anditsoperationalways,includingabitmorecentralized,assemblethestrength,large-scaleproduction,OEMoperation,internalinnovation,loweringcostsandsoon.Thirdly,thethesisusesenterpriselifecycletheoryandproductlifecycletheorytoanalyzethesuitabletermsofthestrategyofexpansioninlowcost,andchoosestoproveinrealitybyGalanz’spractice.Onthisbasis,itstudiesthesustainabilityofthelowcoststrategyinChineseenterprisesunderthetrendthatChina'swholemacroeconomyenvironmenttransformsfromcomparativeadvantagetocompetitionadvantage.Also,itdiscussesthesupportforlowcoststrategybyenterprise’sexistingcorecompetencestate,analysesthecontinuousgrowthbasedonlowcostexpansionstrategy,pointsoutthatlowcostexpansioncanonlybeonekindofrepresentation,thekeyliesinthelowcostoperationabilityoftheenterprisesthemselves,couldlaygoodfoundationfortheenterprises’sustainabledevelopmentinahealthyway.Moreover,itfocusesonanalysisthefuturepressureofstrategyfromGalanz’scorecompetence.Meanwhile,itanalyzestheimpactonenterprise'slowcoststrategybythedegreeofthescalesaturation,includingtherestraintsituationinmarketsaturation,legalsaturationandcostsaturation.Finally,thethesisputsforwarddevelopmentgoal,managementdirectionandbusinessmeasurestoGuangdongGalanzelectricapplianceCo.,Ltd.,andhopestoofferthedevelopmentthinkingthatcanbedrawnlessonstoothersimilarenterprisesinourcountry.Keywords:CompetitionstrategyLowcostexpansionCorecompetenceOriginalequipmentmanufacture(OEM)111.11.1.1[1](1)(2)(3)(4)(5)21.1.2[2](1)(2)(3)1-131-11.220014OEM[3]52[4]OEMOriginalequipmentmanufacture2.12.1.119789281046.811983400198719891990199115001992630002300[5]62.1.2199219971991419929199311994281019952525%113.8431001996840%19952006534.7%50%1997238.1107229%40%19847.6%12.1.319981995130%60%1998573.5%199819984501250199913Anderson29.660050%67.1%25%12.2%3200012001280020012000200035352.28199310%19972.2.1199110910199311997200[6]1995100100199681997102.2.210010080300200100050010[7]199682-11995200120002-11995-2001[8]2.2.3OEMOEM[9]19951996199719981999200020016075210366668---85725%180%74%82%15%15%25652004501200---150025.1%34.5%47.6%61.4%67.1%76%70%15.125.9100224.7448.2---6009.939.1100225.3751.8---90060.4%39.8%50%50%37.4%---40%150%160%207%125%167%15%15%11[10]OEMOEMOEMOEM()OEM()OEM12OEMOEM4624[11]403067OEM3852051100600460010055800400OEM2.2.413()20001602%5719961996TCLTCL1421996151001633.1[12]1172[13]3184[14]3.23-1[15][16]19203.33-121//3-11992199230002300.229968199520034.7%199710247.6%119232444.1··[19][20]OEM[21]254.2[22]26——OEM20027“”200210%20%21%45%,28OEM4.31292000235%200070%WTO33031200339837%20031132002200331520056003220033600300LG20034LG2.31000LG4000LG3334[1]..[2]..1997[3]..2001-07-21[4]..2003-09-03[5]..2001(1)[6]..2001[7].:.2003(3)[8]..2002(8)[9]..2002-09-23[10]..2001(11)[11]..2001-10-13[12]..[13]..1997[14]..1989[15]..2004(3)[16]..:2000[17]..1996[18]..2002-03-19[19]..2002(3)[20].OEM.2002-10-21[21]..2001(7)[22]..2003[23]..2001[24]..1993[25]..2000[26]..1999[27]..2000[28]..199835[29]..1999[30]ClarkeD.MarketingAnalysisDecisionMaking.CA:TheScientificPress,1993[31]PeterDructer.SelectedEssaysofPeterDructer.Peking:ChinaMachinePress,1999[32]JohnL.Thompson.LeadwithVision:managethestrategicchallenge.London:InterationalThomsonBusinessPress,1997[33]ThomasH.Davenport.WorkingKnowledge.USA:HBSPress,1997[34]JohnA.Quelch,RobertJ.Dolan,ThomasJ.Kosik.MarketingManagement:TestandCases.NewYork:McGraw-HillBookCo.,1998[35]StephenA.Ross,RandolphW.Westerfield,BradfordD.Jordan.FundamentalsofCorporateFinance(Forthedition).NewYork:McGraw-HillBookCo.,1998[36]Thompson,ArthurA.StrategicManagement:ConceptsandCases.Boston:RichardD.TrwinInc,1992[37]HillCWL,JohnsCR.StrategicManagement.2thed.Hougton:MifflinCompany,1992[38]MichaeelPorter.FromCompetitiveAdvantagetoCorporateStrategy.HarvardBusnessReview,1987(6)[39]JainSC.MarketingPlanningandStrategy2thed.South-WesternPublishingCo.,1985[40]StephennP.Robbins.OrganizationalBehavior:Concepts,Applications.Prentice-HallInternational:Inc,1996[41]Ross,DavidFrederick.Distriibution:PlanningandControl.NewYork:UNIDO,1972[42]GrantRobertM.ContemporaryStrategyAnalysis.BlackwellPublisherInc,1995[43]PorterME.TheCompetitive,AdvantageofNational,NewYork:FreePress,1990[44]LiamFahey.TheStrategicPlanningManagementReader.PrenticeHall,1989格兰仕电器有限公司低成本发展战略研究作者：龙泽政学位授予单位：华中科技大学相似文献(2条)1.期刊论文方志国定位明确--格兰仕战略成功的奥秘-市场周刊2004,(5)在中国,格兰仕是一家比较成功的企业,用短短几年铸造全球最大的微波炉王国的不朽神话,创造了一