告别2008年金融风暴的严冬，经过近8年的经济调整，汽车行业逐渐摆脱 昔日的颓势，慢慢步入复苏的上升通道，同时也刺激了汽车零部件行业发展。从 1986年至2016年，我国的汽车销量从40万增长至2800万，再次刷新全球单一 市场的历史记录，连续八年稳居全球第一大汽车市场，预计2017年我国汽车市 场销量将达到2940万辆，一个3000万辆级的汽车市场已然成型。 自2001年我国加入世贸组织以来，汽车零部件产业迎来千载难逢的机遇，也 面临前所未有的挑战。一方面汽车配件业充分发挥廉价劳动力优势，以低价高质 的产品参与国际竞争，从而开创了出口国际市场的新局面；另一方面，国际汽车 配件企业加大在中国的投资建厂，以雄资金和先进的技术挤压着国内汽车配件的 生存空间。2016年，1.27万家规模以上汽车零部件企业累计营收3.72万亿元，创 造了中国汽车零部件产业发展新高。中国汽车市场前景广阔，但竞争却异常激烈， 国企民企要想在市场中占有一席之地，必须制定选择一个长期的发展战略，并有 效实施成为关键。 本论文以杰必机电作为研究对象，首先是采用PEST宏观环境分析法对公司 的外部环境即政治、经济、社会以及技术环境因素做分析。其次，对汽车零部件 行业竞争环境进行分析，同时利用波特五力模型建立对当前的竞争对手、买方议 价能力、买房议价能力、潜在进入威胁者以及代替品五个方面进行分析，以此为 基础分析出杰必机电外部的发展机会和存在的威胁。再其次通过杰必机电内部综 合能力分析出优势和劣势，然后运用SWOT工具得出备选战略方向，并根据公司 的中长期目标和企业使命进一步明确公司应该采用相关战略实现目标。最后进一 步提出战略实施要靠团队共同实现，员工的培训、激励和留用机制加上有效的考 核机制是确保公司战略的顺利实施和目标实现。 本论文旨在使杰必机电在汽车空调电机、前后盖锁、邮箱盖电机和发动机传 感器产品细分市场中，获得更多的机会和业务，发展壮大，成为这四个细分市场 中的领导者，为汽车零部件行业的发展战略提供参考。 关键词：发展战略,研究，杰必机电 MBA学位论文 作者：龙明前 杰必机电配件有限公司发展战略研究 II ABSTRACT After the end of severe winter of the financial turmoil in 2008.Eight years of economic reforms, Automobile industry gradually got rid of the old trend of decline and gradually entered the rising path of recovery. It has also accelerated the development of auto parts industry. From 1986 to 2016, China’s auto sales increased from 0.4 million to 28 million, once again setting a new record for the global single market, ranking eighth in the world’s largest auto market for eight consecutive years. It is expected that sales volume in China’s auto market will reach 29.40 million in 2017. A 30 million-class car market has already taken shape. Since China's accession to the WTO in 2001, the auto parts industry has ushered in a golden opportunity and is also facing unprecedented challenges. On one hand, the auto parts industry fully leverages the advantages of cheap labor and participates in international competition with low-price and high-quality products, thus creating a new situation for exporting to the international market. On the other hand, international auto parts companies increased investment in China to build factories. Male capital and advanced technology squeeze the living space of domestic auto parts. In 2016, the cumulative revenue of 12.7 thousand auto parts enterprises above designated size reached 3.72 trillion yuan, creating a new high for the Chinese auto parts industry. China's auto market has broad prospects, but competition is fierce. State-owned enterprises and private enterprises must establish a long-term development strategy if they want to take a place in the market. Effective implementation has become the key. This paper uses Cebi China as the research object. First of all, it uses the PEST macro-environmental analysis method to analyze the company's external environment, ie, the political, economic, social, and technological environmental factors. Secondly, analyze the competitive environment of the auto parts industry, and use the Porter Five Forces model to establish the analysis of the current competitors, the buyer’s bargaining power, the bargaining power of home buyers, potential threats.. The basic analysis reveals that Cebi China’s external development opportunities and threats exist. Thirdly, through analyzing the strengths and weaknesses of Cebi China's internal comprehensive capabilities, we then use SWOT tools to derive alternative strategic directions, and further clarify that companies should adopt relevant diversification strategies to achieve their goals based on the company's mid- to long-term goals and corporate mission. Finally, it is further proposed that the implementation of the strategy depends on the realization of the team. The training, incentive and retention mechanisms of the MBA学位论文 作者：龙明前 杰必机电配件有限公司发展战略研究 III employees, together with an effective assessment mechanism, ensure the smooth implementation of the company's strategy and the realization of the goals. The purpose of this paper is to enable Cebi China to gain more opportunities and businesses in the automotive air-conditioner motors, front and rear cover locks, fuel lid actuator and engine sensor product segments, and to become leaders in these four market segments. It provides a reference for the development strategy of the auto parts industry. Key words: Development Strategy, Research，Cebi China MBA学位论文 作者：龙明前 杰必机电配件有限公司发展战略研究 0 目录 中文摘要 .................................................................................................. I ABSTRACT ................................................................................................. II 一、绪 论 ............................................................................................. 1 （一）研究背景及意义 .............................................. 1 （二）研究现状 .................................................... 3 （三）研究内容 .................................................... 5 （四）研究思路与方法 .............................................. 6 二、企业发展战略相关理论 .................................................................. 8 （一）企业战略概念 ................................................ 8 （二）企业战略研究方法 ........................................... 10 三、杰必机电配件有限公司外部环境之宏观环境分析 ..................... 12 （一）政治因素 ................................................... 12 （二）经济因素 ................................................... 12 （三）社会因素 ................................................... 17 （四）技术因素 ................................................... 17 四、杰必机电配件有限公司外部环境之行业竞争环境分析 ............. 19 （一）全球汽车零部件行业 ......................................... 19 （二）中国汽车零部件行业 ......................................... 25 （三）汽车零部件行业竞争环境分析 ................................. 29 五、杰必机电配件有限公司内部环境分析......................................... 42 （一）杰必集团 ................................................... 42 （二）杰必机电 ................................................... 42 （三）杰必文化 ................................................... 44 （四）营销能力 ................................................... 44 （五）产品能力 ................................................... 46 MBA学位论文 作者：龙明前 杰必机电配件有限公司发展战略研究 1 （六）公司财务能力 ............................................... 46 （七）公司管理组织能力 ........................................... 46 （八）人力资源 ................................................... 47 （九）研发能力 ................................................... 48 （十）生产能力 ................................................... 49 六、杰必机电配件有限公司发展战略制定与选择 ............................. 50 （一）战略制定的指导思想 ......................................... 50 （二）战略制定的基本准则 ......................................... 50 （三）公司使命与发展目标 ......................................... 51 （四）杰必机电SWOT矩阵分析与战略选择 ............................ 53 七、杰必机电配件有限公司发展战略实施与控制 ............................. 65 （一）战略实施步骤与重点 .............