本文要基于服务化转型视角对领昆公司进行差异化战略的设计和实施，已及实施
的保障措施，提高竞争优势。通过波特五力模型分析领昆公司在核电市场竞争对手的
资金和背景雄厚，客户对产品的价格核质量越来越看中。通过 PEST 分析目前核电市
场前景非常看好，国家也在大力发展核电，从政治和经济方面对领昆公司来说面临只
巨大的商机，但原材料的价格上涨也对企业带来了相应经济压力，技术的垄断给企业
带来了相应的利润。基于 SWOT 理论模型分析领昆公司需要：积极开拓核电市场，
增加核电市场份额；改进销售策略，从产品销售到系统解决方案销售；改进售前服务，
进行产品系统化，销售技术化；改进售后服务，从核电项目工程建设的角度进行配合，
构建信息化管理系统，方便内部管理与外部销售；进行系统成套解决方案的推行。最
后本文提出了差异化战略的保障措施：加强核安全文化管理，营造核安全文化；加强
人力资源管理，保证人力资源满足企业差异化竞争战略的发展需要；加强质量管理，
保证产品质量的竞争优势
关键词：核电、制造业、差异化战略、服务化转型
作 者：英成早
指导老师：周中胜II
A study on the differentiation strategy of the LK
company: from the perspective of service transformation
Abstract
Nuclear power is a kind of new energy, is a kind of efficient and clean energy, through
the use of nuclear fission release huge energy power generation, according to the 13th
Five-Year plan, by 2020, China&39;s nuclear power installed capacity will reach 58 million
kilowatts, 30 million kilowatts in the construction of basic construction unit has an annual
increase of 3-4. In the peak period of the development of nuclear power, nuclear power
equipment company as the leading Queensland (specialty) traditional manufacturing
suppliers, has a very good reputation, but with the increase of the nuclear power market
share, competition is particularly fierce in the nuclear power market share growth rate is
not high, and the service and other large state-owned enterprises and listed companies have
a competitive advantage, therefore, the good trend of large-scale development of nuclear
power, how to lead the company Kunming differentiation strategy to enhance the market
competitiveness, has become a strategic problem to be solved urgently, Kunming collar.
In this paper, based on the perspective of service transformation, the design and
implementation of the differentiation strategy of the company, and the implementation of
the security measures to enhance the competitive advantage. Through the analysis of
Potter&39;s five forces model, Kun Kuncompany in the nuclear power market competition and
the background of a strong financial background, the quality of the customer&39;s price of the
product more and more fancy. Through the PEST analysis of the current nuclear power
market is very optimistic about the prospects, countries are vigorously developing nuclear
power, from political and economic aspects of leading companies Kunming only facing
enormous business opportunities, but the prices of raw materials of the enterprise also
brought the corresponding economic pressure, technology monopoly brings the
corresponding profit to the enterprise. SWOT theory model analysis. Based on Kunming
companies need to actively develop nuclear power nuclear power market, increase marketIII
share; improve marketing strategy, from product sales to system solutions sales; improve
pre-sales service, product sales system, technical improvement; customer service service,
with the construction of nuclear power projects from the point of view, the construction of
information management system convenient, internal management and external sales
system; the implementation of complete sets of solutions. Finally, this paper put forward
the safeguard measures of the differentiation strategy: to strengthen the management of
nuclear safety culture, to create a nuclear safety culture; strengthen the management of
human resources, ensure human resources to meet the development needs of enterprise
differentiated competitive strategy; strengthen quality management, ensure the competitive
advantage of product quality.
英文关键词：Nuclear power，manufacturing industry，the differentiation strategy，
service transformation
Written by 英成早
Supervised by 周中胜目 录
第 1 章 绪 论 .......1
1.1 研究的背景..1
1.2 研究的意义..2
1.3 研究的主要内容与思路......3
1.4 研究的方法..3
1.5 研究的创新点..........4
1.6 相关概念界定..........4
1.6.1 差异化战略的概念....4
1.6.2 制造业服务化的概念5
第 2 章 相关理论与文献回顾 .......7
2.1 SWOT 理论 ..7
2.1.1 基本解释........7
2.1.2 企业优势（strength) .7
2.1.3 企业劣势(weakness)..8
2.1.4 机会 (opportunity) ....8
2.1.5 威胁（threat） ..........8
2.1.6 应用....8
2.2 波特的“五力”模型 ..9
2.2.1 供应商的议价能力....9
2.2.2 购买者的议价能力..10
2.2.3 新进入者的威胁......10
2.2.4 替代品的威胁..........10
2.2.5 同业竞争者的竞争程度......10
2.3 PEST 理论 .....
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