小米智能家居公司作为国内一家新兴互联网公司，主要专注高性价比的智能手 机及高端智能家居生态链产品的研发、生产及销售。自小米智能家居公司成立以来， 以互联网模式作为依托进行产品开发。凭借着独特的营销模式与个性化产品在全球 和中国智能手机出货量增速放缓的形势下，仍保持令人称赞的增长速度，市场占有 率不断提升。小米智能家居公司在依托主营手机、电视、小米路由器的基础上进军 智能家居市场，推出相关的智能家居系列产品在智能家居行业崭露头角。 本文以小米智能家居公司为研究对象，结合国内外相关企业战略管理实践以及 我国智能家居行业的发展趋势，以战略管理理论为切入点，运用管理学理论、方法 与模型对小米智能家居公司在互联网模式下的运作进行具体分析。首先对小米智能 家居公司进行了 SWOT 分析后，根据分析得出小米智能家居公司的总体战略：以增 长型战略为主，多种经营战略为辅助。并在此基础上对其进行了相应的战略匹配， 并为小米智能家居公司制定了以成本领先战略与特色化经营两步走的竞争战略，及 各个部门的职能战略，同时依据职能战略给出措施建议。基于上述战略规划为小米 智能家居公司以及整个智能家居领域公司的长期可持续的发展奠定了基础。 关键词：智能家居 发展战略 小米II 华 中 科 技 大 学 硕 士 学 位 论 文 Abstract Xiaomi Smart Home，as a domestic emerging Internet company, mainly focus on cost-effective smart phones、high-end smart home and eco-chain products. Since the establishment of Xiaomi Smart Home Company, the Internet model as the basis of product development. Depending on its unique marketing model and personalized products, smartphone shipments have continued to grow at a laudable pace amid slowing global Chinese smartphone shipments. Their market share has continued to rise. Xiaomi smart home company in relying on the main mobile phone, TV, Xiaomi router on the basis of entering the smart home market. Launching related smart home series products in the smart home industry come to the fore. Xiaomi Smart Home Company as the research object, combining with the practice of strategic management at home and abroad and the development trend of the smart home industry in China. This paper takes the strategic management theory as the breakthrough point and applies the management theory. Methods and models were used to analyze the operation of Xiaomi smart home company in Internet mode. Firstly, after the SWOT analysis of Xiaomi Smart Home Company, the general strategy, growth strategy and diversified management strategy of Xiaomi Intelligent Home Company are obtained. Secondly, on this basis, the corresponding strategy matching is carried out, and the cost leading strategy and the characteristic management two-step competition strategy are put forward for Xiaomi. At last, as well as the function strategy of each department, and the measures and suggestions are given according to the function strategy. Based on the above strategic planning, it lays the foundation for the long-term sustainable development of Xiaomi Smart Home Company and the whole smart home field company. Key words: Smart home Development Strategic XiaomiIII 华 中 科 技 大 学 硕 士 学 位 论 文 目 录 摘要...............................................................................................................I Abstract.......................................................................................................... II 图目录..............................................................................................................V 表目录............................................................................................................VI 1 绪论.............................................................................................................1 1.1 研究目的与意义 .................................................................................1 1.2 国内外相关研究 .................................................................................3 1.3 研究内容及方法 .................................................................................5 2 小米智能家居公司外部环境分析 ............................................................7 2.1 宏观环境分析 .....................................................................................7 2.2 行业环境分析 ...................................................................................11 2.3 竞争对手分析 ...................................................................................18 2.4 小米智能家居公司发展的机会与威胁分析 ...................................22 3 小米智能家居公司内部环境分析 ..........................................................24 3.1 小米智能家居公司发展历程 ...........................................................24 3.2 内部资源能力战略分析 ...................................................................25 3.3 核心竞争能力分析 ...........................................................................28 3.4 小米智能家居公司优势与劣势分析 ...............................................30 4 小米智能家居公司发展战略选择与评价 ..............................................32 4.1 战略使命与战略目标 .......................................................................32 4.2 总体战略选择 ...................................................................................33 4.3 竞争战略选择 ...................................................................................36IV 华 中 科 技 大 学 硕 士 学 位 论 文 4.4 职能战略选择 ...................................................................................38 5 小米智能家居公司发展战略实施措施建议 ..........................................43 5.1 建立小米智能家居企业研发体系 ...................................................43 5.2 建立小米智能家居公司客户服务体系 ...........................................44 5.3 建立小米智能家居公司供应链体系 ...............................................46 结束语.............................................................................................................47 致 谢.............................................................................................................48