目录
摘要 1
ABSTRACT 2
第1章绪论 4
1.1研究的背景和意义 4
1.1.1研宄的背景 4
1.1.2研宄的意义 7
1.2研宄思路和研宄框架 8
1.2.1 研宄思路 8
1.2.2 研宄框架 8
1.3研宄方法 9
1.4论文仓ij新点 10
第2章相关理论与文献综述 11
2.1企业战略管理理论 11
2.1.1公司层战略 11
2.1.2业务层战略 11
2.1.3职能层战略 12
2.2企业竞争战略理论 12
2.3 评述 14
第3章双港活塞公司的外部环境分析 15
3.1宏观环境 15
3.1.1 政治法律环境 15
3.1.2 经济环境 17
3.1.3 社会文化环境 18
3.1.4 技术环境 19
3.2 ft业环胃 20
3.2.1 行业现状 20
3.2.2 汽车零部件行业发展现状 22
3.2.3 双港活塞公司的“五力”分析 23
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山东大学硕士学位论文
第4章双港活塞公司的rt部环境分析 27
4.1双港活塞公司的内部资源分析 27
4.1.1人力资源 27
4.1.2技术开发 27
4. 2双港活塞公司的能力分析 28
4.2.1 财务 28
4.2.2 采购 28
4.2.3总体管理 299
4. 3双港活塞公司的价值链分析 30
4.3.1输入物流 30
4.3.2 生产 30
4＿3.3输出物流 31
4.3.4营销和销售 31
4.3.5售后服务 32
第5章双港活塞公司竞争战略的制定 34
5＿1公司的愿景、使命与目标 34
5.2公司SWOT分析 34
5.2.1公司所面临的机会 34
5.2.2公司所面临的威胁 35
5.2.3公司的外部环境因素评价矩阵 35
5.2.4公司的优势 36
5.2.5公司的劣势 36
S.2.6公司的内部环境要素评价矩阵 37
5.2.7公司的SWOT分析表 38
5.3可供选择的竞争战略分析 38
5.3.1 成本领先战略 39
5.3.2 差异化战略 39
5.3.3 集中化战略 40
5.3.4 成本领先与差异化整合战略 40
5.4双港活塞公司的竞争战略确定 41
第6章双港活塞公司的竞争战略实施措施 43
6.1成本领先与差异化相结合的产品研发 43
6.1.1 产品研发的思路 43
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山东大学硕士学位论文
6.1.2 产品研发流程 43
6.2成本领先与差异化整合的客户服务 45
6.2.1 客户服务思路 45
6.2.2 客户服务方案 45
6.3基于成本领先的生产管理 47
6.3.1精益生产 47
6.3.2精益布局 47
6.3.3全面质量成本控制 47
6.4基于成本领先与差异化整合的营销策略 47
6.4.1价格适众策略 48
6.4.2品牌提升策略 48
6.4.3差异化的动态营销策略 48
第7章双港活塞公司的竞争战略保障措施 SO
7.1调整组织结构，保障战略实施 50
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7.1.1成立战略委员会 50
7.1.2完善组织结构 50
7.2完善人力资源体系，保证战略实施 51
7.2.1打造专业化团队 51 .
7.2.2完善人力资源管理体系 52
7.3建立采购监督机制，降低采购成本 53、.
7.3.1采购流程监督 53
7.3.2采购监督的关键环节 53
7.3.3监督采购环节的核心人员 54
7.4做好资金供给，保证战略实施 54
第8聿结论与展望 56
8.1 结论 56
8.2研宄的不足与展望 57
料嫌 58
致谢 61
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山东大学硕士学位论文
Contents
Abstract（Chinese） 1
Abstract （English） 2
Chapter I Introduction 4
1.1 Background and the significance of the research 4
1.1.1 Backgroud 4
1.1.2 Significance 7
1.2 Research idears and frame 8
1.2.1 Research idears 8
1.2.2 Research frame 8
1.3 Research methods 9
1.4 Innovation points 10
Chapter II Correlation theories and study commentary 11
2.1 Strategic management theories 11
2.1.1 Corporate－level strategy 11
2.1.2Business－level strategy 11
2，1.3Functional strategy 12
2.2 Research on competitive strategies theory 12
2.3 Comprehensive summary 14
Chapter IQ External Environment of Shuanggang piston company 15
3.1 Macro Environment 15
3.1.1 Political and legal environment 15
3.1.2 Economic environment 17
3.1.3 Socialcultural environment 18
3.1.4 Technological environment 19
3.2 Industry environment 20
3.2.1 Industry status 20
3.2.2 Development status of auto parts enterprises 22
3.2.3 Five forces analysis of Shuanggang piston company 23
Chapter IV Internal environment of Shuanggang piston company 27
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山东大学硕士学位论文
4.1 Internal resources analysis of Shuanggang pison company 27
4.1.1 Human resource 27
4.1.2 Technology development 27
4.2 Business capability analysis of Shuanggang piston company 28
4.2.1 Finance 28
4.2.2 Procurement 28
4.2.3 Overall management 29
4.3 Value chain analysis of Shuanggang piston company 30
4.3.1 Inbound logistics 30
4.3.2 Operation 30
4.3.3 Outbound logistics 31
4.3.4 Marketing and sales 31
4.3.5 After－sale service 32
Chapter V Competitive Strategy Formulation of Shuanggang piston company.... 34 ＊
5.1 Vision and Target of Shuanggang piston company 34
5.2 SWOT analysis of Shuanggang piston company 34
5.2.1 Opportunities to Shuanggang piston company 34
5.2.2 Threats to Shuanggang piston company 35
5.2.3 EFE of Shuanggang piston company 35
5.2.4 Advantages of Shuanggang piston company 36
5.2.5 Disadvantages of Shuanggang piston company 36
5.2.6 IFE of Shuanggang piston company 37
5.2.7 SWOT analysis 38
5.3 Analysis of the choice of competitive strategy 38
5.3.1 Cost leadership strategy 39
5.3.2 Differentiation strategy 39
5.3.3 Focus strategy 40
5.3.4 Integrated cost leadership／differentiation strategy 40
5.4 Decision on Competitive Strategy of Shuanggang piston 41
ChapterVI Implementation of competitive strategies of Shuanggang piston 43
6.1 Integrated cost leadership／differentiation product research and development43
6.1.1 Thinking of product research and development 43
6.1.2 Procedure of product research and development 44
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山东大学硕士学位论文
6.2 Integrated cost leadership／differentiation customer service 45
6.2.1 Thinking of customer service 45
6.2.2 Plan of customer service 45
6.3 Integrated cost leadership production management 47
6.3.1 Lean production 47
6.3.2 Lean layout 47
6.3.3 Total quality cost control 47
6.4 Integrated cost leadership／differentiation marketing 48
6.4.1 Price adaptation strategy 48
6.4.2 Brand promoting strategy 48
6.4.3 Differentiation dynamic marketing strategy 48
ChapterVD Safeguards on strategy of Shuanggang piston company 50
7.1 Adjusting organization structure to safeguard the strategy implementation. 50
7.1.1 Establishing strategy committee 50
7.1.2 Improving organization structure 50
7.2 Improving human resource management to safeguard the strategy
implementation 51
7.2.1 Building professional teams 51
7.2.2Improving human resource management 51
7.3 Establish purchasing supervision mechanism to reduce purchasing cost 52
7.3.1 Purchasing process supervision 53
7.3.2Key aspects of purchasing supervision 53
7.3.3 Supervise the core personnel of purchasing process 54
7.4 Controling fund supplying to ensure the strategy implementation 54
Chapter VM Conclusion and prospect 56
8.1 Conclusion 56
8.2 Prospect 57
References 58
Acknowledgement 61
VI
摘要
双港活塞公司是一家技术型活塞生产企业，企业精益求精地打造高新技术制
造平台，其产品主要用于汽车、船舶、工程机械和农业机械等内燃领域，为长安汽
车、中国一汽、济柴、扬动、中国一拖、中国重汽、江淮汽车、江铃汽车、众泰汽
车、德国马勒等主机厂配套并提供维修配件。在当前形势下，企业拥有较好的内部
优势，并面临着良好的发展机会。

双港活塞公司面临的来自外部的机会有国家刺激汽车消费；我国居民的消费
观念改变，汽车成为居民的主要出行代步工具，汽车消费増长迅速；货车更新换代
较多，且市场需求保持快速增长；汽车保有量逐年增加，售后服务市场持续增长；
供给侧改革去掉了多余的产能，市场产品供不应求；政府对环保整治力度加大，行
业内的小微企业停产、关闭或者改造，市场上活塞产品短缺；行业内没有形成产品
或者技术垄断；行业内定制产品需求量大幅上涨；国外市场需求稳定，并保持持续
增长。

双港活塞公司来自内部的优势有良好的企业文化和价值观；完善的组织结构
和制度；不断夯实的人力资源基础；较好的品牌知名度；全面成本控制，产品成本
行业内相对较低；行业内技术力量较强，产品研发能力突出；拥有差异化产品的分
销渠道和差异化产品研发能力。

经过对双港活塞公司的内外部环境的分析和评价得出：企业应该实施成本领
先与差异化整合战略。从产品研发、客户服务、成本管理和营销上实施该竞争战略，
以期在竞争中立于不败之地，获得持续的竞争优势。

为了保证战略的实施制定了相应的保障措施，从组织结构、人力资源、采购监
督和资金供给等四个方面提出了建议和措施，以保障成本领先与差异化整合战略
的顺利实施。

关键词.？双港活塞；活塞；竞争战略；成本领先与差异化整合战略ABSTRACT
Shuanggang piston company is a technology piston factory which strives to establish
a high－tech manufacturing platform. And its products are mainly used in automobiles，
ships， engineering machinery and agricultural machinery etc. Ghana Auto， FAW， Jichai，
YANGDONG， YTO， CNHTC， JAC， JMC， ZOTYE Auto， MAHLE etc. are its main OEM
customers. And it also is also supplying piston to after－sale market. In the current situation，
the factory has good internal advantages， and it is facing good opportunities for
development.
Shnanggang piston company facing the opportunity from external environment has：
Chinese government stimulate automobile consumption； The automobile has become the
main means of travel tools for residents and the automobile consumption growth is fast
because Chinese consumers， attitudes are changing； Truck replacement is more， and the
market demand to maintain rapid growth； Car ownership has increased year by year and
after－sale market has been consistent growth； The piston is shortage in market because
supply－side reforms removing the excess capacity make and the remediation of
environmental protection by government side make small and micro manufacture closed
or transformed； There is no product or technical monopoly in the industry； The demand
of customized product quantity in the industry rose sharply； Foreign market demand is
stable and sustained growth.
The advantages from internal of Shuanggang piston company are as following： Good
corporate culture and values； Perfect organization structure and system； Human resources
is better and better； Brand awareness； Product cost is relatively low in the industry
because of total cost control； Product research and development capabilities outstanding
bring strong technical force in the industry； It has differentiated product distribution
channels and differentiated production research and development capability.
It is concluded that Shuanggang piston company should implement the integrated
cost leadership／differentiation strategy through the analysis and evaluation of internal and
external environment of the factory. Factory should implement the competitive strategy
from product development， customer service， cost management and marketing in order to
achieve an invincible position in the competition and obtain sustainable competitive
advantage.
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