【摘要】：從上世紀七十年代至今，我國電梯行業(yè)歷經(jīng)四十余年的發(fā)展，已從無到有、從小變大，企業(yè)實力、技術(shù)水平、管理和營銷手段等顯著提升。隨著電梯行業(yè)的不斷發(fā)展、電梯市場的不斷飽和，電梯領(lǐng)域的營銷大戰(zhàn)日趨激烈。對于迅達公司來說，伴隨產(chǎn)品技術(shù)和管理水平的提升，公司戰(zhàn)略略顯疲態(tài)，不能做到與時俱進。面對同質(zhì)競爭日趨激烈的中國電梯市場，如何才能使企業(yè)在每一輪的競爭中立于不敗之地，如何根據(jù)自身特點拓展企業(yè)未來發(fā)展的空間，在公司層面制定并實施符合自身特點、行業(yè)特點的發(fā)展戰(zhàn)略，是其競爭成敗甚至存亡的關(guān)鍵。 本文簡要介紹了迅達公司的歷史和現(xiàn)狀，以所學習的管理知識，結(jié)合迅達中國電梯公司發(fā)展的實際情況，，對公司未來的發(fā)展戰(zhàn)略進行了深入研究。在研究過程中，綜合運用了PEST分析法、SWOT等戰(zhàn)略分析工具，分析了迅達公司的外部環(huán)境和內(nèi)部資源情況。 研究表明：迅達公司目前應該選擇差異化戰(zhàn)略，并且在未來幾年條件成熟時將總成本領(lǐng)先戰(zhàn)略補充進來。目前，企業(yè)通過加強技術(shù)開發(fā)和升級，不斷為客戶提供高效的現(xiàn)場技術(shù)支持服務，一定能夠保持企業(yè)的較為領(lǐng)先競爭地位。此外，經(jīng)過分析我們建議迅達公司需要在產(chǎn)品與技術(shù)研發(fā)、業(yè)務流程再造、管理制度完善、人力資源開發(fā)優(yōu)化、品牌形象建設(shè)、與房企戰(zhàn)略合作等方面繼續(xù)改進和提升。本文研究，可以為迅達公司管理層有針對性的制定公司戰(zhàn)略提供一定參考。
[Abstract]:From the 1970s to now, the elevator industry of our country has experienced more than 40 years of development, has been from nothing to exist, from small to large, enterprise strength, technical level, management and marketing means, and so on. With the development of elevator industry and the saturation of elevator market, the marketing war in elevator field is becoming more and more fierce. For Schindler, with the improvement of product technology and management level, the company strategy shows a bit of fatigue, unable to keep pace with the times. In the face of the increasingly fierce competition in China's elevator market, how to make enterprises in an invincible position in each round of competition, how to expand the future development space of enterprises according to their own characteristics, and how to formulate and implement in line with their own characteristics at the company level, The development strategy of industry characteristics is the key to the success or even survival of its competition. This paper briefly introduces the history and present situation of Schindler Company. With the management knowledge learned and the actual situation of the development of Schindler Elevator Company in China, the future development strategy of Schindler is deeply studied. In the course of the research, the external environment and internal resources of Schindler are analyzed by using the strategic analysis tools such as PEST analysis, SWOT and so on. The research shows that Schindler should choose differentiation strategy at present and complement the total cost leading strategy in the next few years when conditions are ripe. At present, through strengthening the technology development and upgrading, the enterprise will provide customers with efficient on-site technical support services, which will definitely maintain the enterprise's more leading competitive position. In addition, we suggest that Schindler should continue to improve and upgrade in product and technology research and development, business process reengineering, management system improvement, human resource development optimization, brand image construction, and strategic cooperation with housing enterprises. This study can provide some reference for the management of Schindler to formulate company strategy.
【學位授予單位】：天津大學
【學位級別】：碩士
【學位授予年份】：2013
【分類號】：F426.4;F272

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