本文選題：FM　切入點：活塞業(yè)務(wù)　出處：《上海交通大學(xué)》2013年碩士論文　論文類型：學(xué)位論文

【摘要】：中國汽車工業(yè)經(jīng)過十幾年的高速增長目前已經(jīng)成為全世界最大的汽車生產(chǎn)和消費市場。受改革開放初期“市場換技術(shù)”政策導(dǎo)向影響，，幾乎所有的外資汽車品牌都已經(jīng)進入中國市場。為了配合整車生產(chǎn)企業(yè)在中國實施本土化生產(chǎn)以及搶占中國汽車市場份額，位于產(chǎn)業(yè)鏈下游的汽車零部件企業(yè)目前也已基本完成了在中國的戰(zhàn)略布局。同時中國本土供應(yīng)商經(jīng)過幾十年技術(shù)積累已經(jīng)具備一定競爭力，加之其固有的低成本優(yōu)勢，這一切都使得中國汽車零部件行業(yè)競爭日趨激烈。 中國汽車市場充滿機遇和挑戰(zhàn)，為了實現(xiàn)企業(yè)未來總體增長型戰(zhàn)略規(guī)劃，F(xiàn)M中國公司需要重新整合企業(yè)內(nèi)外部資源、不斷提升核心競爭力和可持續(xù)競爭優(yōu)勢，對市場競爭策略做出合理選擇。 文中首先運用PEST對宏觀環(huán)境進行分析，并利用波特五力模型和競爭態(tài)勢矩陣分析了FM公司所處行業(yè)的產(chǎn)業(yè)結(jié)構(gòu)和競爭態(tài)勢，從而識別出企業(yè)外部環(huán)境中存在的機會和所面臨的威脅。另一方面，從企業(yè)自身資源、核心競爭力以及價值鏈角度對FM公司的內(nèi)部因素進行深入分析，定位企業(yè)自身優(yōu)勢和劣勢。結(jié)合公司使命愿景以及公司層發(fā)展戰(zhàn)略，利用SWOT模型總結(jié)出了備選的市場競爭策略。最后通過現(xiàn)場調(diào)研以及高管訪談等方式，運用QSPM工具對備選市場競爭策略給予定量評分，從而制定出適合FM中國公司的最優(yōu)策略組合。文章最后部分對既定市場競爭策略如何有效實施和控制提出了具體的措施和建議。 本文屬應(yīng)用性研究。一方面結(jié)合筆者的實際工作經(jīng)驗，同時在深入研究戰(zhàn)略管理理論和競爭優(yōu)勢理論等現(xiàn)代企業(yè)管理理論知識基礎(chǔ)上，制定出FM中國公司未來的市場競爭策略組合。本研究對于傳統(tǒng)制造行業(yè)，尤其是汽車零部件企業(yè)具有借鑒和指導(dǎo)意義。
[Abstract]:After more than ten years of rapid growth, China's auto industry has become the world's largest auto production and consumption market. Influenced by the "market for technology" policy guidance in the early stage of reform and opening up, Almost all foreign automobile brands have entered the Chinese market. In order to cooperate with the whole car manufacturing enterprises to implement local production in China and seize the share of the Chinese auto market, Automobile parts enterprises located downstream of the industrial chain have also basically completed their strategic layout in China at present. Meanwhile, after decades of technological accumulation, local suppliers in China have become competitive, coupled with their inherent low cost advantages. All these make the competition of Chinese auto parts industry become more and more fierce. The Chinese automobile market is full of opportunities and challenges. In order to realize the overall growth strategic planning of enterprises in the future, FM China needs to reintegrate the internal and external resources of enterprises, and constantly enhance the core competitiveness and sustainable competitive advantage. Make a reasonable choice to the market competition strategy. In this paper, firstly, PEST is used to analyze the macro environment, and the industrial structure and competition situation of FM company are analyzed by using Porter's five-force model and competitive situation matrix. On the other hand, it analyzes the internal factors of FM company from the angle of enterprise's own resources, core competitiveness and value chain. Combined with the company mission vision and company layer development strategy, this paper summarizes the alternative market competition strategy by using SWOT model. Finally, through field research and executive interviews, etc. This paper uses QSPM tool to give the quantitative score to the alternative market competition strategy, so as to work out the optimal strategy combination suitable for FM China company. In the last part of the article, some concrete measures and suggestions on how to effectively implement and control the established market competition strategy are put forward. On the one hand, combined with the author's practical work experience, on the other hand, on the basis of in-depth study of modern enterprise management theory, such as strategic management theory and competitive advantage theory, The future market competition strategy combination of FM China Company is worked out. This study has reference and guidance significance for traditional manufacturing industry, especially for auto parts enterprises.
【學(xué)位授予單位】：上海交通大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F271;F416.4

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