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随着中国经济进入新常态，自 2012 年下半年起，中国挖掘机市场趋于饱和，需求大
幅下降（市场需求以每年近 30%的幅度下降），市场容量从 2012 年的 18 万台下降到
2015 年的不足 5 万台，挖掘机行业进入买方市场，竞争可谓惨烈
在新常态的经济背景下，S 公司作为新兴的挖掘机厂商，如何能够度过寒冬，继
续保持在中国市场的领军地位，并通过战略调整实现弯道超车，进一步扩大优势，是
摆在 S 公司面前的一道难题。本文将运用 PEST 分析、五力模型、产业生命周期等战
略理论对公司的外部竞争环境进行分析，得出 S 公司所面临的机会与威胁，同时对 S
公司的内部环境进行分析，得出公司内部能力与资源，借助 VRIO、价值链分析法找
出公司的核心竞争力。再通过 SWOT 分析法和 QSPM 定量战略规划矩阵分析法，选
择和制定了适合 S 公司自身特点的差异化竞争策略，然后从产品、售后服务、营销和
品牌四个方面分别制定具体的差异化竞争策略
为了保证战略的实施，制定了资源配置、组织架构调整、企业文化重塑、产品竞
争力提高和信息化管理提升等举措，使之与公司的差异化竞争更加匹配。同时注重战
略实施的控制与评价，确保战略实施到位。通过差异化战略的实施，S 公司成功在激
烈的竞争中取得了先机，经营业绩的显著提升，实现转型升级
关键词：S 公司，差异化，战略
作 者：张 彪
指导老师：赵增耀II
Research on Development Strategy of S Company
Abstract
S company, which was established in 2002, is a construction machinery manufacturer
which engaged in developing, manufacturing and selling. Since its inception, it sets
revitalizing the national excavator industry as its mission. Through continuous innovation,
it became the domestic first-line brand whose products are sold to more than 100 countries
and regions, with a certain brand status in the world. With the Chinese economy entering
the new normal state, since the second half of 2012, China&39;s excavator market tended to be
saturated, demand fell sharply (market demand decreased nearly 30% per year). The
market capacity from 180,000 units in 2012 reduced to less than 50,000 units in 2015.
Excavator industry enters into the buyer&39;s market, and competition can be described as
tragic.
In the new economic background, S company, as a new excavator manufacturers, is
faced with those problems about how to survive in the winter, continue to maintain the
leading position in Chinese market, achieve overtaking with strategic adjustment, to and
even further expand the advantages. This paper will use PEST analysis, five-force model,
industrial life cycle and other strategic theories to analyze of the company&39;s external
competitive environment to learn the opportunities and threats that company S faces.At the
same time, it will analyze S company&39;s internal environment to know the company’s
internalAbility and resources, and with using VRIO, value chain analysis to find the
company&39;s core competitiveness.And then through SWOT analysis and QSPM quantitative
strategic planning matrix analysis method, this paper will select and develop a competitive
strategy for S company&39;s own characteristics, Finally, it will make specific strategies for
diversified competition from the product, after-sales service, marketing and brand four
aspects.
In order to ensure the implementation of the strategy, resource allocation optimization,
organizational restructuring, corporate culture remodeling, product competitiveness
improvement and information management will be put into practice to match the
company&39;s diversified competition. Meanwhile the company will focus on the controlling
and evaluation of strategies’implementation to ensure that they can be fully put into effect.III
Through the implementation of diversified strategies, S company can stay one step ahead
in the fierce competition and achieve significant improvement in business performance,
and finally to achieve transformation and upgrading.
Key words: S company, diversified strategy
Written by: Zhang Biao
Supervised by: Zhao Zengyao目 录
第一章 绪 论........1
1.1 研究背景 .........1
1.2 研究意义 .........2
1.3 研究方法和论文框架 .2
1.3.1 研究方法...2
1.3.2 论文框架...3
第二章 文献综述与基本分析工具5
2.1 相关文献综述 .5
2.1.1 国外企业战略的相关研究...........5
2.1.2 国内企业战略的相关研究...........6
2.1.3 工程机械行业战略发展与实践...7
2.2 战略分析的基本工具..7
2.2.1 PEST 分析法.........7
2.2.2 波特五力分析模型...........8
2.2.3 产品生命周期理论.........10
2.2.4 SWOT 分析法.....10
第三章 S 公司外部环境分析......12
3.1 宏观环境分析 ...........12
3.1.1 政治因素（Political）...12
3.1.2 经济因素（Economic）13
3.1.3 社会因素（Social）.......14
3.1.4 技术因素（Technological）......14
3.2 行业环境分析 ...........14
3.2.1 S 公司五力模型分析......14
3.2.2 产品生命周期.....16
3.2.3 战略群组.18第四章 S 公司内部环境分析......20
4.1S 公司概况.....20
4.1.1 公司基本情况介绍.........20
4.1.2 公司产品介绍...
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