本文在对中国电梯整梯产业和零部件产业发展现状进行分析的基础上，运用企业
产品战略相关理论，从产品战略规划的一般性分析、产品战略演变模型到产品战略调
整与企业的成长，对西子电梯公司的产品战略规划进行剖析论证。文章同时对西子电
梯公司产品战略决策要素、战略实施过程以及企业发展愿景进行分析，对比西子电梯
从单纯依赖电梯整梯到布局电梯核心部件的战略成果与长远意义。本文的研究成果对
其他面临外资品牌侵蚀的本土制造企业如何进行产品战略规划，产品战略规划如何协
同企业生存发展等决策具有一定的借鉴意义。
关键词: 企业战略；产品结构；电梯核心部件
III
Abstract
With the rapid economy growth resulted from reform and opening-up, China has
invested heavily in infrastructure, which leads to tremendous development of related
industries. The elevator production in China reached a historical record of 600,000 in 2012,
60% of the global market share. With an operational stock of 2,500,000, China has become
the biggest elevator market. But regarding per capita data, every 1,000 people in China just
own 1.6 elevators, only half of the world average and one tenth of developed countries.
This means that there still is huge market potential of elevator producers.
As the first batch of industries opened to foreign companies, since 1980 most of the
leading local elevator producers started cooperation with international brands like Otis,
Mitsubishi, Schindler, etc. With the strength of technology, branding, tax reduction, foreign
brands monopolized Chinese market at the beginning. As a local elevator manufacturer,
Xizi becomes a Top 500 Chinese Company with a turnover of 20 billion annual. Xizi is the
market leader of energy saving elevator, elevator accessory, automated warehouse in
Chinese market, as well as the global top 1 of escalator. The author has worked in Xizi for
a long time across different functions, and has been a participant and witness of the product
strategy setup and deployment therein. This lays a solid foundation to study Xizi product
strategy in this thesis.Based on an analysis of the status of Chinese elevator and accessory
industry, this paper studies the product strategy of Xizi from the general structure of
product strategy, the model of product strategy adjustment, to the growth of the company.
This paper also analyzes the key factors of product strategy setup, deployment of strategy
and the vision of Xizi, and the result Xizi got by transferring from simply relying on
elevator to entering the key elevator components business. For the local manufacturing
companies that are facing the challenge from foreign brands, the paper should be helpful
for them to develop their product strategy and find how to survive in the challenging
environment with the a good product strategy
Key words: Enterprise Strategy; Product Structure Strategy; Core Component
第 1 章 绪论
1.1 研究背景
1.1.1 中国电梯业发展现状
改革开放以来，中国经济全面高速发展，城市化进程加快，房地产市场及基础建
设也迎来爆发式增长。与基础建设相关的行业也获得了巨大的商机和市场，电梯业正
在其中。中国电梯业经历十几年维持 20%以上的增速发展，在 2012 年中国电梯产量
达到 58 万台的历史新高（见图 1.1），占全球总量 60%，电梯使用存量达 250 万台，
中国已成为名副其实的电梯制造和使用大国。当前，中国的城市化率 50%，离发达国
家 80%的城市化率尚有较大空间，每千人电梯拥有量约 1.6 台，是世界人均拥有量的
二分之一，是发达国家人均拥有量的十分之一，世界人均拥有量差距显示中国电梯业
的广阔发展空间。
未来的发展计划中，国民经济不再偏重于单一依靠投资来拉动，但城市化的脚步
肯定不会减速，特别是民生所需的公共交通计划、保障房计划正在全国各地推广建设
当中，由此可以预见，中国电梯市场发展空间依然巨大，电梯的制造和服务也将继续
高速增长。正由于对中国电梯产品在全球市场地位的预期，国际电梯品牌纷纷进入中
国圈占市场，已经实现了技术转移、采购转移、生产转移。中国生产的电梯从技术、
成本、品质在国际市场也极具竞争力，因此也打开了海外市场。
电梯作为引进外资最早的行业，也是受到外资冲击最严重的行业，民族电梯品牌
几乎全线退败，外资电梯品牌一度垄断市场份额高达 96%以上的。近 10 年，一批民
族电梯企业通过技术积累，达成四分天下的局面（日美品牌占据半壁江山，欧洲品牌
占 25%，内资品牌占 25%）。目前，中国市场已成为全球电梯电梯最大市场，中国电
梯业竞争进入白热化，同时也面临行业的重新“洗牌”，国内自主品牌应充分利用本
土政策优势、市场优势等多方面有利因素，加速赢回更多的市场份额。
80 年代改革开放初期，由于当时国民经济基础薄弱，国家面临技术和资金双重
匮乏，引进外资是刺激国内企业发展的有效措施，于是电梯业成为国内最早使用外资
的行业。自 1980 年起，天津电梯厂、沈阳电梯厂、上海电梯厂等较大的电梯企业，
都与外资品牌进行合作，外资或合资品牌从此进入我国电梯市场。外资品牌在初期进
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