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MBA毕业论文_KLCN公司弹簧业务的差异化竞争战略研究

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KLCN公司弹簧业务的差异化竞争战略研究 中文摘要
I
KLCN公司弹簧业务的差异化竞争战略研究
中文摘要
弹簧应用广泛,市场前景广阔,作为最基础的机械零部件,弹簧几乎涉及了国民
经济的各个领域。在市场环境瞬息万变的今天,弹簧市场竞争日益激烈,产品同质化
竞争严重,亟需重新审视弹簧业务的发展战略。本文试图以弹簧生产企业KLCN公
司为研究对象,探索如何在新的形势和新的环境下保持持久的竞争力,使企业不断壮
大和实现可持续发展
本文共分七章:第一章介绍了研究的背景、研究的意义、研究的方法思路与框架;
第二章概述了国外和国内战略竞争理论的研究情况;第三章运用PEST模型、五力模
型对KLCN公司竞争战略外部环境进行了分析;第四章采用资源基础理论对KLCN
公司的内部环境进行了分析;第五章采用SWOT模型分析了KLCN公司的优势、劣
势、机会和威胁,对成本领先战略、目标集中战略和差异化战略进行了比较,确定差
异化战略作为公司所选择的最优战略;第六章提出了差异化战略具体的实施方法,包
括调整组织结构、强化人力资源建设、建立有效的激励机制和加强企业文化建设,同
时提出在差异化实施的过程中,KLCN公司需要避免差异化可能导致的风险,从而确
保差异化竞争战略的成功,这些风险包括产品差异化脱离市场及企业实际情况的风险、
过度追求差异化的高成本风险、忽略客户需求而轻易去同求异的风险;第七章提出了
结论与研究的不足
本文作者希望通过这篇论文能够给弹簧行业内人士带来一些思索、探讨和反省
关键词:竞争战略;差异化;弹簧业务;战略实施
作者:于永源
指导教师:赵增耀
英文摘要 KLCN公司弹簧业务的差异化竞争战略研究
II
Research on Differentiation Competition Strategy
of KLCN Company’s Spring Business
Abstract
Springs are widely used and have a broad market prospect. As the most basic
mechanical parts, springs almost involve every fields of the national economy. Today, with
market environment rapidly changing, the competition of spring market is increasingly
fierce, and the phenomenon of product homogenization is serious. It is urgent to reexamine
the development strategy of spring business. This paper attempts to take KLCN company
as the research object, and explores how to maintain durable competitive advantage in the
new situation and new environment, so as to enable enterprises to grow and achieve
sustainable development.
This paper consists of seven chapters. The first chapter contains the background,
significance, method, thinking and framework of the research. The second chapter
summarizes the research situation of the foreign and domestic study about the competitive
strategy theory. In the third chapter, the PEST model and five-force model are used to
analyze the external environment of KLCN company's competitive strategy. The fourth
chapter analyses the internal environment of KLCN company by using the resource-based
theory. The fifth chapter analyzes the strengths, weaknesses, opportunities and threats of
KLCN company by using the SWOT model, compares the cost-leadership strategy,
target-concentrating strategy and the differentiation strategy, and identifies the
differentiation strategy as the best strategy chosen by the company. The sixth chapter puts
forward the specific implementation of differentiation strategy, including adjusting the
organization structure, strengthening the construction of human resources, establishing an
effective incentive mechanism and strengthening the construction of enterprise culture, and
puts forward that in the process of differentiationKLCN company need to avoid the
possible risk of the differentiation so as to ensure the success of differentiation strategy.
These risks include product differentiation separating from the market and the actual
situation of enterprise, the high cost risk of excessive pursuiting differentiation, the risk of
ignoring customer’s requirements and the risk of easily discarding the same to pursue the。。。。。。