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MBA硕士论文_大族激光光纤事业部发展战略研究DOC

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文本描述
摘要
大族激光光纤事业部发展战略研究
工业激光技术以其高精度、高效率、低成本等优势,从上世纪90年代开始引进到我国
工业制造领域。经过20多年的发展其在国内激光打标、激光焊接、激光切割等的激光应用
领域得到蓬勃发展。近年来我国传统制造业正处于加速转型阶段,国家大力推进高端装备
制造业的发展。激光加工具有“柔性化”的特点,它与自动化、智能化相结合,将带动整
体制造业的创新升级,使制造过程更加高效。因此激光加工的优势在各行业逐渐体现,激
光加工设备行业需求保持持续增长。
大族激光科技产业集团股份有限公司是世界主要的激光加工设备生产厂商之一,公司
市值位居世界激光企业前三位,国内激光设备占有率第一位。光纤事业部是大族激光最重
要、最有价值的事业部之一,专业从事光纤激光打标设备和与之配套的自动化设备的生产
与研发。事业部拥有的激光打标控制软件系统、数字振镜系统、打标控制卡等多项核心技
术,并已经开始研发生产光纤激光器。光纤事业部依靠总公司销售队伍已形成了完整的销
售服务网络,具备良好的市场形象和品牌优势。然而目前国内光纤激光标记设备行业产品
出现同质化趋势。低端市场竞争激烈,高端市场主要竞争对手,华工科技也同样拥有雄厚
的技术实力。光纤激光器这一核心部件主要还需从国外几家公司进口。在当前的内外部环
境之下,如何选择合适的发展战略将会成为光纤事业部未来几年能否持续发展的关键。
本文以大族激光科技产业集团公司光纤事业部为研究对象。首先回顾了战略理论的发
展过程,对经典战略理论和前人研究成果进行了归纳和总结。随后对大族激光科技股份集
团和光纤事业部的业务做出介绍。并以战略管理理论和研究方法为基础,运用 PEST 分析法
和波特五力模型对事业部面临的宏观外部环境和行业环境进行了深入的分析,明确了外部
环境存在的机遇和威胁。通过对事业部内部环境分析以及价值链和核心竞争力的分析,明
确了事业部自身所具有的优势和存在的劣势。在此基础上,通过 SWOT 分析结合大族激光的
愿景和使命,制定了光纤事业部的总体战略、业务层战略以及战略实施的具体策略。战略
的能否成功实施才是制定的战略的目的和关键,本文最后根据事业部现状和以往管理经验,
充分预估了战略实施过程中可能会遇到的障碍,并从人力资源保障、资金保障、组织结构
优化、产品研发能力提升等方面描述了保障措施。
关键词:战略管理;战略制定;战略实施保障;激光工业;光纤激光打标机III
Abstract
The Research on Development Strategy of Fiber Laser Division of
Hanslaser Corporation
Industrial laser technology with its high precision, high efficiency, low cost and
other advantages, from the 90s of last century began to introduce China&39;s industrial
manufacturing. After 20 years of development in the domestic laser marking, laser
welding, laser cutting and other laser applications have been booming. In recent
years, China&39;s traditional manufacturing industry is in the accelerated transformation
stage, the state vigorously promote the development of high-end equipment
manufacturing industry. Laser processing with "flexible" features, it is combined
with automation, intelligent, will lead the overall manufacturing innovation and
upgrading, so that the manufacturing process more efficient. The advantages of laser
processing in various industries gradually reflected, laser processing equipment
industry demand to maintain sustained growth.
Han&39;s Laser Technology Industry Group Co., Ltd. is one of the world&39;s leading
manufacturers of laser processing equipment, the company&39;s market value among the
world&39;s top three laser companies, the domestic laser equipment share first. Fiber
Division is one of the most important and most valuable business units of Han&39;s
laser。Fiber Division engaged in fiber laser marking machine and related automation
equipment production and research and development. Division has a number of core
technologies of laser marking machine, and has begun to develop and produce fiber
lasers. However, the current fiber laser marking equipment industry products appear
homogeneous trend, Low-end market competition is very intense. Most fiber lasers
also need to be imported from abroad. Under the current internal and external
environment, how to choose the right development strategy will be the key to the
sustainable development of the fiber division next few years.IV
This paper takes Fiber Division of Han&39;s Laser as the research object. First of
all, the development of strategic theory is reviewed, and the classical strategic theory
and previous research results are summarized. Then it introduced the business of
Han&39;s Laser and Fiber Division. Based on the theory of strategic management and
research methods, the PEST analysis and the Porter 5 force model are used to
analyze the macro external environment and industry environment. It indicates the
opportunities and threats of the external environment. Through the analysis of the
internal environment of the division and the analysis of the value chain and the core
competitiveness, it clarifies the advantages and disadvantages. Through the SWOT
analysis combined with the vision and mission of Han&39;s laser, developed overall
strategy and business strategy of Fiber Division.
At the end of this paper, we can fully predict the obstacles that may be
encountered in the implementation of the strategy and describe the safeguard
measures from the aspects of human resources, capital, organizational structure and
product research and development ability.
Keyword : Strategic management; strategy formulation; strategy implementation;
laser industry; fiber laser marking machineV
目录
第1章绪论................................................................................................................1
1.1研究的背景和与意义.....................................................................................1
1.2研究的内容和方法.........................................................................................3
1.2.1研究内容................................................................................................3
1.2.2研究方法................................................................................................4
第2章相关理论综述................................................................................................6
2.1战略管理理论的形成与发展.........................................................................6
2.2战略管理理论的工具和方法.........................................................................8
2.2.1 PEST 分析法..........................................................................................8
2.2.2 SWOT 分析法........................................................................................8
2.2.3波特五力分析模型................................................................................9
第3章内外部环境分析..........................................................................................10
3.1大族激光集团公司及光纤事业部业务介绍...............................................10
3.2外部环境分析...............................................................................................13
3.2.1宏观环境分析......................................................................................13
3.2.2行业竞争环境分析..............................................................................19
3.2.3机会与威胁..........................................................................................25
3.3内部环境分析...............................................................................................26
3.3.1资源......................................................................................................26
3.3.2价值链..................................................................................................30
3.3.3核心竞争力..........................................................................................34
3.3.4优势与劣势..........................................................................................34
第4章战略制定......................................................................................................36
4.1战略目标.......................................................................................................36
4.2战略选择

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