在中国制造 2025 呼声愈渐强烈的今天，企业间的竞争也越来越激烈，当我 国机电设备制造企业面对错综复杂的经济发展环境诸如，劳动力成本优势的不断 弱化、人口红利的消失、低产品附加值、三高企业（高污染、高能耗、高排放） 等诸多的枷锁时企业如何提升自身竞争力。企业是否有创新的产品、企业文化、 机制和手段，成为了企业竞争的核心。同时，各企业之间的竞争已经从简单的依 靠规模与利润的竞争转向围绕发挥企业竞争优势形成核心竞争力而展开的竞争。 企业能否通过对内外部环境的分析并综合自身可利用的资源，制定出一套适合自 身发展的企业战略，最终实现企业利益最大化对企业来说至关重要。因此，对企 业来说本文的研究具有十分重要的现实意义和理论指导意义。 本文就 Dilm 数控机电（杭州）股份有限公司在企业发展道路上进行的转型 发展进行了探讨。Dilm 数控机电（杭州）股份有限公司是一家浙江民营中小型 制造设备企业。在目前的经济大环境情况下，企业该如何结合其自身情况有效的 合理配置资源并借助周遭的有利因素以及制定怎样的发展战略来实现企业的快 速发展已经是当下最紧迫的任务。首先，本文对几种战略管理理论进行了阐述分 析并简要介绍了 Dilm 数控机电（杭州）股份有限公司当前经营状况；然后分别 运用 PEST 方法及五力模型对 Dilm 数控机电（杭州）股份有限公司所在的行业 和外部环境进行了系统的分析，结合（EFE,IFE）环境评价体系，制作了 Dilm 公 司的 SWOT 分析矩阵。最后根据 Dilm 公司的实际情况，为 Dilm 公司制定了一 系列发展战略，从人才培养、市场运营、产品线分布等多个方面对 Dilm 公司实 施发展战略的主要问题及其成因进行了分析，并对解决主要问题而准备实施的保 障计划进行了分类总结。 本文拟通过对 Dilm 公司的发展战略研究，对同类型中小型公司在企业转型 发展时提供一定的战略借鉴意义。浙江工业大学硕士学位论文 II 关键字，中小企业，差异化战略，智能化，自动化 论文类型，专题研究Dilm 数控机电（杭州）股份有限公司发展战略研究 III Dilm CNC Electromechanical(Hangzhou) Co. Ltd.. Development Strategy Research ABSTRACT As the call to make 2025 in China grows stronger, the competition among enterprises becomes more and more fierce. How can China's electromechanical equipment manufacturing enterprises improve themselves in the face of the complex economic development environment such as the weakening of labor cost advantages, the disappearance of population dividends, low product added value, and the shackles of the three-high enterprises(high pollution, high energy consumption, high emissions) Competitiveness. Whether enterprises have innovative products, corporate culture, mechanisms and means has become the core of enterprise competition. At the same time, the competition between enterprises has shifted from the competition based on scale and profit to the competition around the formation of core competitiveness. Whether an enterprise can formulate a set of enterprise strategies suitable for its own development through the analysis of the internal and external environment and the synthesis of its own available resources, and ultimately realize the maximum benefits of the enterprise is of great importance to the enterprise. Therefore, the research of this paper has very important practical significance and theoretical guiding significance for enterprises. This paper discusses the transformation and development of Dilm CNC Electromechanical(Hangzhou) Co. Ltd.This paper discusses the transformation and development of Dilm CNC Electromechanical(Hangzhou) Co. Ltd.. Dilm CNC Electromechanical(Hangzhou) Co., Ltd. is a small and medium-sized manufacturing equipment company in Zhejiang. In the current economic environment, it is the most urgent task for enterprises to effectively and rationally allocate resources according to their own situation and to use the favorable factors and formulate development浙江工业大学硕士学位论文 IV strategies to realize the rapid development of enterprises. Firstly, this paper briefly introduces the basic situation of the current management of Dilm CNC Electromechanical(Hangzhou) Co. Ltd.. Then, using the PEST method and the five-force model respectively, the external environment and the industry environment in which Dilm CNC Electromechanical(Hangzhou) Co., Ltd. are located are systematically analyzed. Combined with the environmental evaluation system(EFE, IFE), the SWOT analysis matrix of Dilm Corporation is formulated. Finally, according to the actual situation of Dilm Company, this article has formulated a series of development strategies for Dilm Company. From the aspects of human resources, marketing operations, product line distribution, etc., the main problems and causes of Dilm's implementation of numerical control development strategy are analyzed. The paper also summarizes the safeguard plans that should be implemented to solve the main problems. This paper intends to provide some strategic reference for the same type of small and medium-sized companies in the transformation and development of enterprises through the development strategy of Dilm. Key words: Small and medium enterprises; Differentiation strategy; Intelligence; automation Type of paper: Thematic ResearchDilm 数控机电（杭州）股份有限公司发展战略研究 V 目 录 摘要...........................................................................................................................I ABSTRACT................................................................................................................III 插图清单..................................................................................................................VIII 附表清单..................................................................................................................VIII 第一章 绪 论...............................................................................................................1 1.1 研究背景.........................................................................................................1 1.2 研究的意义.....................................................................................................2 1.2.1 理论意义.................................................................................................2 1.2.2 实践意义.................................................................................................3 1.3 研究内容.........................................................................................................3 1.4 研究思路和方法.............................................................................................4 第二章 理论基础与文献综述.....................................................................................5 2.1 文献综述.........................................................................................................5 2.1.1 智能制造相关研究.................................................................................5 2.1.2 中小企业战略研究现状.........................................................................5 2.1.3 企业转型理论综述 .............................................................................6 2.2 理论基础.........................................................................................................7 2.2.1 早期战略思想阶段的三种观点.............................................................7 2.2.2 传统战略理论.........................................................................................7 2.2.3 发展战略理论.........................................................................................8 2.2.4 竞争战略理论.........................................................................................8 第三章 DILM 公司外部环境分析........................................................................... 10 3.1 基于 PEST 理论的宏观环境分析...............................................................10 3.1.1 政治环境...............................................................................................10 3.1.2 经济环境...............................................................................................12 3.1.3 社会文化环境.......................................................................................13浙江工业大学硕士学位论文 VI 3.1.4 技术环境...................................................................