中国工程机械市场现状分析与发展研究

华中科技大学硕士学位论文中国工程机械市场现状分析与发展研究姓名：冯富强申请学位级别：硕士专业：工商管理指导教师：李长江20081031IVOLVOIIAbstractInrecentyears,thestructureofworldconstructionmachinerywaschangingrapidly.Theextensiveacquisitionhappenedinthegreatconstructionmachinerygroupconstantly.Mostoftheworldconstructionmachinerygiants,includingCAT,VOLVO,DOOSAN,HYUNDAI,wereenhancingtheiracquisitionstrategyinChinesemarket.AndtheChineseconstructionmachinerymarketincreasedrapidly,industryconcentrationwasimprovedgreatly,soChinaisfocusedbytheinternationalcompany.Facingthefastacquisitionstrategyofworldgiant,Chineseconstructionmachineryenterprise,LIUGONG,ZOOMLION,SHANTUI,werealsochangingthestrategyandimprovingthemergeroracquisition.Chineseconstructionmachinerymarketisenteringthenewtimesofhighintegration.ThispaperintroducesthedevelopinghistoryofChineseconstructionmachineryandthelasteststatusofit,locatesatthecompanyofwheelloader,excavatorandconcretepumpvehicle,analyzeshowtheychangedtosuccessfromthestarttopresenthighvolume.NowthestructureofworldmarketisgreatlyinfluencedbyChineseconstructionmachinerymarket.AsaChineseconstructionmachineryenterprise,whatcanwedo?Wemustdevelopandpushindependentinnovation,wemustlearnthecompetitivesituation,consideratethestrength,weakness,opportunity,threat,problems,challenges.ForeignbrandcompanyhavepenetratedtheChinesemarketdeeply,we,theChineseconstructionmachinerycompany,mustpreparewellforit.Accordingtothecustomer’scriticalrequirement,studyingtheexperienceofothersuccessfulcompany,developthestrategyinnovation,includingcompanysystem,product,internationalmarketing,technology,innerprocess,brand,corporationculture.Definetheobjectforlong-termandshort-term.ThegovernmentandindustryassociationoughttosupporttheChinesebranddevelopingthroughthepolicyandrule,helpthemtosolvethecriticaltechnologyproblem,andtostrengthenforthecorecompetitivepower.Keywordsconstructionmachinerywheelloaderexcavatorconstructionmachinerymarketindependentinnovation()::111.11.1.12007180()82.411(10)(21)(14)(11.7)(27)701938510281.1.280200010020075050152117111[1]39.6%20066219.3%20068.5%20061.55%20061.420.0%20061.45420064.5%5.6%0.80.30.22007(1-1)1-12007()()()283.598.81%27.58169.8728.96%27.2591.3819.48%9.6183.0639.95%6.5375.5233.75%9.381.21.2.140200017152003818500020022003200238%200334%31000200410%20072200520%20072101.2.2[2]20071-529.6766.8%20081-552.276%[3]200620070841.2.32020GDP20022020GDP,GDP7.2%GDP20SWOT522007222337.2%[4]58.883%28.256.9%[5]OEM1978060%70%50%2.11954()W10012W501220304010WY100W4-60WY606WY160WY25040:(19671977)(19781986)()70801230(19871993)2000(1994)19941995AtlasVolvo[6]20%72.1.1(1968―1990)20[7]1%5%5.46%8%16.5%25%2.1.2(1991―1999)90ZL50ZL60ZL15929382.1.3(2000―2006)2000[7][8]20002006[9]2.1.4(2007)2007120082008222250%70%50%CIFA92.22.2.120077Infracore492006263.75700200120032005Infracore501020072139220068.641.0121001995Pel-job1997””1998200778.94200726372007113SHM12Vectea70%19943O&KCMIDemagGenie32007114MarineTraveliftCarrydeck7Shirke200850%20012002102.2.2GEHL1988TCIPOWERPRODUCTS1990PUKETTBROTHERS1997MUSTANGGEHL50045%[10]2.2.311[11][12]2.2.420085%-10%[13]12[14][15]2-1[16]2-12.2.5132.32.3.12008GDP20GDP3.61[17]14GDPGDP[18]GDP4%1701813511.88%6[19]:2.3.2ERP1993200002008200000300002.3.3ISO90006sigma2007121534.1%51.12007[20]20072-12-1200720072006%20072006%159.193643.597435.80477124099716.38250.477937.657434.05680005200030.77345.627532.260141.44220006600233.33432.923524.865932.406300346281.98520.228414.755537.09147731129130.84619.948815.877125.6536181384161.42713.86839.13751.783827815982139.51812.629510.334822.20200020000.0094.97194.450911.71598843-29.06101.06471.0841-1.79199207-3.86110.76120.9885-22.99252288-12.50120.36180.3923-7.77-905-79413.98262.0571195.40134.1120282513426051.07200821633.15-103.1.1203.1.21612003%[21]161716443%2.1%2.2%2.8%2.9%2-2.35%-6%5.2%5.2%5.9%2000-600050%22.7%44.2%48.3%95.6%20%10%20%40%3.23.2.151020083340018()2/3[22]2004300020020052006500200780200125020086500470.15200540%1920073.2.2925[23][24]203.2.3MBO19568050090199275019992000101993200760%21200120200212100%20038200415200392006MBOMBO[25]200735.09123.6%91.9%20082006MBO20073.2.422[26]200722001742007449.5835.410120001[27]3.33.3.123””BRICs””Vista”N—11”37%90%58201021808.550003.53.5241548124030810400014004002000526558002010100051020072511.855.96%5200572070003.3.250%-80%26[28]3.3.33.3.4202007222337.2%174.752.1%752.1%1633%740021.6%27381769.9%1.9337%1550%3.43.4.1[29]CEO82008203[30]200810283.4.240020093.4.32000[31]293044.1200722001/624%19982.242007851037[32]10563%()()()()4.1.119922007[33]31””[34][35]2020051286370802525170%10%13350CEGOST2006()200710663200420.9%200533.3%200635.6%200424.4%200527.5%200630.5%32Bauma8IDSA[36]290127478631992130020060%(ISO)20%863255516717875%8334840386316333————433130345001.88(5)10020071066200819001000244.1.21WTOTBT3035212WTO[37]4.1.3200630%;36;131030-502002140020061.711200730%37800-1000500015%-20%3-5[38][39]4.24.2.1120200850%238310020010354.2.2200881396.25%2404.2.33005%155-1010-20[40]4.2.44124.38%4.2.53-14-1200042[41][42]4.3200710%20%70%2%++4380%44%201060%+22%14%56%0717.5%17.2%(13.6%)61%14%334%25%19%5