本文在研究企业战略管理基本理论、分析工具和相关摩托车研究案例的基础
上,利用PEST分析方法和波特五力模型分别对济南轻骑的宏观环境和行业竞争环
境进行阐述,并分析了公司发展现状和内部环境,进而利用SWOT方法系统总结
了济南轻骑面临的外部威胁、机会,以及内部优势、劣势。然后利用外部因素评
价矩阵,内部因素评价矩阵,以及QSPM矩阵等,采用定量和定性分析相结合的
方法对济南轻骑发展战略进行选择。在上述评价基础上,最终选择以“增长型战
略”作为济南轻骑这阶段的发展战略,并提出其战略实施的保障措施。
本文揭示出,在兵装整合的大背景下,济南轻骑要树立大资源观,在兵装摩
托车产业这个平台上广开资源,实施增长型发展战略,抢先发展和提升,最终以
“强强联合”的方式实现与其他兵装系摩企的融合。
关键词:济南轻骑;发展战略;战略分析;战略选择
ABSTRACT
Since the 2008 financial crisis, the production and operation of the Jinan Qingqi
Motorcycle Co.,Ltd are struggling due to the impact of the two markets at home and
abroad. The outbreak of the financial crisis makes the simple expansion of production
capacity and network means to achieve the rapid growth of patterns lose efficacy. The
survival of the Jinan Qingqi motorcycle has received the unprecedented challenge. And
the current motorcycle market downturn and chaos, industry development prospects of
confusion, dealers worried,so state of the industry showed a lifeless. In 2010,the
CSGC integrated three domestic motorcycle enterprises with the background of
state-owned enterprises, namely: the Jialing,Construction and Qingqi. This integration
has been going on for more than two years, but Jinan Qingqi failed to benefit from the
integration of the new products, new technologies or new markets expected. Under this
background, the study of the development strategy of the Jinan Qingqi motorcycle is
particularly important.
This paper firstly researches the basic theory of enterprise strategy management,
the basic analysis tools and related motorcycle case study. It using PEST analysis
method and the five-force model of porter the Jinan Qingqi motorcycle on the macro
environment and industry competition environment, and then analyze the current
situation of the development of company and internal environment. And then use the
SWOT method system to summarize external threats and opportunities, internal
advantages and disadvantages of Jinan Qingqi. Then we use the external factor
evaluation matrix,internal factor evaluation matrix and QSPM matrix,etc.,adopt the
method of combining quantitative and qualitative analysis of the Jinan Qingqi
motorcycle development strategy choice. On the basis of the above evaluation, finally
this paper chooses to growth strategy as the development strategy motorcycle of Jinan
Qingqi. And it also puts forward concrete countermeasures on the implementation of its
strategy.
This paper reveals that under the big background of the CSGC integration, the
Jinan Qingqi motorcycle must set up big resource view; open resources on the platform
in the CSGC, to develop and improve for implement the development strategy of
growth. And finally Qingqi implements the fusion in the form of combination with
other enterprise.
Key words: Jinan Qingqi motorcycle; development strategy; strategic analysis;
strategic choice
第1章绪论
1.1选题背景及研究意义
1.1.1研究背景
中国摩托车产业诞生于上世纪50年代,先后经历了起步阶段(‘‘七五”至“八
五”时期),成长壮大阶段(“九五”至“十五”时期),以及转型升级阶段(“十
一五”至今)三个阶段。整个行业由上个世纪八十年代的国营工厂一统天下,演
变为当前的国有、民营、合资企业三足鼎立,是国内市场化与国际化程度最高的
产业。2012年1-11月,摩托车行业完成产销2152.77万辆和2154.18万辆,产销
规模已连续18年世界第一,中国成为世界上不容置疑的摩托车产销大国。
在辉煌的发展历程、骄人的数据背后,不容忽视的是目前中国摩托车行业发
展中的众多隐患:首先,国内摩企90%的产品处于引进、组装、仿制和微创新阶
段,基本上谈不上自主研发能力。日本摩托车企业用20年时间走完了拷贝欧美技
术之路,实现了产业结构的阶梯性转移,而中国的摩托车工业在同样时间里,只
是实现了粗放型的发展,使中国成为了摩托车生产大国,离“强国”依然具有一
定的距离。研发能力以及关键技术的缺乏,使得摩企之间产品结构雷同,众多企
业只能在一个很小的市场范围内进行残酷竞争。其次,在产品同质性和市场分散
性的双重压力下,价格战成为摩托车企业不得已的必选。价格战一波又一波,由
国内市场逐步打到俄罗斯、越南、印尼、巴西、尼日利亚等国际市场。伴随着价
格战如期而至的是产品质量和售后服务的下降,以及更少研发经费的投入。最后,
残酷的市场竞争,让国内摩企意识到,中国摩托车产业到了该转型升级的关键时
刻。纵观我国摩托车产业近30年的发展史,主要发展方式为“转移”策略:城市
不让卖,卖农村;中国不好卖,卖国外;发达国家不让卖,卖不发达国家。到目
前,这条路差不多走到头了: 一是因为低端市场的容量是有限的,现已接近顶峰;
二是随着劳动力成本和汇率的上升,中国制造产品低价位的优势正在被减弱。所
以,摩托车行业到了应该考虑转型升级,制定和实施与时俱进的发展战略的时候
了。
济南轻骑在国家七五和八五期间,和国内知名品牌“嘉陵”、“建设” 一起,
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