柳州开宇科技公司市场竞争战略研究

华中科技大学硕士学位论文柳州开宇科技公司市场竞争战略研究姓名：吴华毅申请学位级别：硕士专业：工商管理指导教师：云虹20051024IIIIVAbstractWithglobaleconomicintegrationandanopendomesticmarket,foreigninjectionmachinemanufacturershaveenteredthedomesticmarketindifferentformssothattheyhavecomparativelyfavorablecompetitiveadvantagesinthemarketofsophisticatedproducts.Thecompetitiveenvironmentofinjectionmachinegrowsgraduallydynamicandcomplicated.However,duetoinsufficientexplicitcompetitionstrategy,ourdomesticmanufacturersofinjectionmachinethathavebeengrowingupunderarelativelyself-enclosedmarketenvironmentlackthecapabilityofmeetinganemergencyandcompetingwithopponents,whichhasresultedinthedecreasedmarketshareofsomemanufacturersandpoorprofitabilityofproductsintheseverecompetition.ChoosingLiuzhouKaiyuScience&TechnologyCo.,Ltd.,adomesticinjectionmachinemanufacturerasitsresearchtarget,thisarticledoesasurveyandresearchoncurrentdevelopmentofthedomesticinjectionmachinemarketbymeansofqualitativeandquantitativeanalysis,andmakesacomparativeanalysisofitsindustryenvironmentafteranalyzingandstudyingthecompetitionininjectionmachineindustrybasedonthePorter’sfiveforcesmodel.Next,itnotonlystudiestheinternal&externalresourcesofLiuzhouKaiyuScience&TechnologyCo.,Ltd.,advantages&disadvantagescomparedwithitscompetitorsandpossiblechancesaswellasthreatsinthetargetmarketbasedonSWOTanalysis,butdividesthedomesticinjectionmachinemarketbasedontargetmarket-selectingtheoryanddecidesonthetargetmarketthatthecompanyshallenter.Finally,basedoncompetitionstrategy-relatedtheory,itputsforwardthecompetitionstrategythatitshalladopt,i.e.,itshouldparticipateinthecompetitionofdomesticlowandmediumgradeinjectionmachinemarketbyadoptinggoalcentralizedstrategyandtotalcoststrategysoastorealizethesustainablecompetitionstrategythroughstrategicalliance.AnditbringsforwardthestrategicimplementationschemeandmeasuresofLiuzhouKaiyuScience&TechnologyCo.,Ltd.askeypoints.Keywords:CompetitionstrategyTargetmarketPlasticinfusingmachineSWOTanalysis111.121.231.31.3.11.3.24567822.192.22.2.1102.2.21112131433.115163.1.117183.1.2193.23.2.120213.2.22223243.33.3.13.3.23.4253.4.13.4.22644.14.1.1274.1.24.1.3284.1.44.2294.2.1304.3314.3.1324.3.2334.3.334353637[1],..,2003,23(2):42-43[2]..:,2002:178-179[3],..:,2002:165-168[4]MichaelEPorter.Whatisstrategy.HarvardBusinessReview,1996,74(6):62-64[5]...:,1997:125[6]..,2003,9(6):96-97[7],..,2004,7(2):139-141[8],..,2004,11(9):37-39[9]..,2001,12(1):18[10]..:,1998:148-149[11]...:,2001:122-123[12]..:,1997:690-692[13]C.W.HillandG.R.Jones.StrategicManagement.HoughtonMifflinCompany,1992:157[14]K.M.Eisenhardt.Strategyasstrategicdecisionmaking.SloanManagementReview,1999,40(3):66-68[15]..:,1999:123-124[16]..:,2000:152-156[17],..:,2002:172-173[18]..200410-30[19]H.R.Greve.Managerialcognitionandthemimeticadoptionofmarket38positions:Whatyouseeiswhatyoudo.StrategicManagementJournal,1999,19(3):968-969[20]..:,2000:98-100[21],..,2004,12(1):8-9[22]..:,2002:113-115[23]B.l.Simonin.Ambiguityandtheprocessofknowledgetransferinstrategicalliances.StrategicManagementJournal,1999,20(3):595-598[24]..:,2002:151-153[25]..:,2001:123-124[26]..:,2001:76-83[27],..:,2002:161-162[28],..:,2002:143-144[29]..,2003,8(4):333-334[30]..:,2001:145-146[31]..,2004,11(6):51-53[32]...:,2001:110-112[33]C.Marshall.Asenseofmission.TheStrategist,1996,7(4):14-15[34]S.Kotha.Masscustomization:Implementingtheemergingparadigmforcompetitiveadvantage.StrategicManagementJournal,1995,16(3):21[35]W.Boeker.Strategicchange:Theinfluenceofmanagerialcharacteristiandorganizationalgrowth.AcademyofManagementJournal,1997,40(2):152[36]WheelenThomasL.StrategicManagementAndBusinessPolicy.AddisonWeslyPublishingCompany,1995:165-167[37]GerryJohnsonKevanSckoles.ExploringCorporateStrategy.PrenticeHallEurope,1999:68-69[38]J.Frooman.Stakeholderinfluencestrategies.AcademyofManagementReview,1999,24(4):191-192[39]M.E.Portey.Fromcompetitiveadvantagetocorporatestrategy.HarvardBusiness39Review,1987,65(3):53-55[40]D.N.Sull.Whygoodcompaniesgobad.HarvardBusinessReview,1999,77(4):42-50[41]AdaptedfromI.C.MacMillan.Controllingcompetitivedynamicsbytakingstrategicinitiative.AcademyofManagementExecutive,1998,12(2):111-113[42]G.Hamel.Competitionforcompetenceandinterpartnerlearningwithininternationalstrategicalliances.StrategicManagementJournal,1991,12(2):83-85[43]..:,2002:201-203柳州开宇科技公司市场竞争战略研究作者：吴华毅学位授予单位：华中科技大学相似文献(10条)1.学位论文李建明跨国公司目标市场选择的综合评价1998该文简要介绍了研究跨国公司目标市场的重要性,探讨了进行跨国经营应具备的充要条件,然后从战略管理的角度出发,应用SWOT分析法研究目标市场的选择过程.首先对目标市场进行较粗略的筛选,然后对重点目标市场进行详细考察,包括外部分析和内部分析.通过外部分析可了解企业的威胁与机遇,通过内部分析可了解企业的资源与优势,以及企业的总体战略安排.最后综合分析结果,通过综合评价模型,求出企业最优的目标市场.2.学位论文姚南成都市城市营销战略研究2005全球化促使企业以生产、研发、销售环节的重新选址来赢得竞争优势，原有区域的竞争格局被完全打破，区域的优劣势瞬息万变，竞争态势急速加剧，城市成为了其中重要的竞争单元。本文将城市作为兼具经济性和社会性的特殊企业进行研究，试图用相对成熟的市场营销和战略管理的相关理论和方法帮助城市找到应对竞争的有效途径。根据市场营销的相关概念，结合对城市的认识，本文提出，城市营销是城市通过规划、建设、完善制度和服务，向目标市场提供适应其需求的软、硬环境，以提高城市竞争力的管理过程。城市营销战略是指城市通过识别外部环境提供的机会和威胁，并根据自己的资源情况，对城市整个营销活动所提出的未来某个时期要达到的目标和实现目标应采取的一系列行动。由于城市营销体系庞杂，因此本文仅停留于对战略层面的研究。为了研究更有针对性和实际指导意义，本文以成都市作为研究对象，并将城市政府作为城市营销的主体。成都是西部地区的中心城市，有深厚的历史文化底蕴和较好的经济基础，但由于城市定位不明确，虽有城市营销的意识，但在行为上尚停留在一些细节