本文選題：榮事達(dá)太陽(yáng)能 + 市場(chǎng)競(jìng)爭(zhēng)戰(zhàn)略��； 參考：《江西師范大學(xué)》2015年碩士論文

【摘要】：自上世紀(jì)七八十年代起,太陽(yáng)能作為清潔能源一直是我國(guó)開(kāi)發(fā)新能源的重點(diǎn)。一方面,太陽(yáng)能企業(yè)屬于勞動(dòng)密集型企業(yè),在市場(chǎng)競(jìng)爭(zhēng)日益激烈的大背景下,企業(yè)發(fā)展參差不齊、門檻不高、生產(chǎn)不具規(guī)�；a(chǎn)品品牌影響力小、技術(shù)發(fā)展緩慢、開(kāi)發(fā)資金不足等成為太陽(yáng)能企業(yè)面臨的現(xiàn)實(shí)問(wèn)題。另一方面,電能、燃?xì)�、地�(zé)崮堋L(fēng)能、核能等替代能源也使太陽(yáng)能企業(yè)面臨巨大的威脅。作為民族企業(yè)新秀的榮事達(dá)太陽(yáng)能集團(tuán)在挑戰(zhàn)下覓發(fā)展,確定切合實(shí)際的總體戰(zhàn)略定位,制定行之有效的實(shí)施戰(zhàn)略,以在競(jìng)爭(zhēng)市場(chǎng)中立于不敗之地已為當(dāng)務(wù)之急。本文在闡述市場(chǎng)競(jìng)爭(zhēng)相關(guān)理論的基礎(chǔ)上,對(duì)榮事達(dá)太陽(yáng)能集團(tuán)的市場(chǎng)競(jìng)爭(zhēng)力進(jìn)行了SWOT分析,并從內(nèi)外部探究了榮事達(dá)太陽(yáng)能集團(tuán)的市場(chǎng)競(jìng)爭(zhēng)環(huán)境,進(jìn)而提出榮事達(dá)太陽(yáng)能集團(tuán)在總體層面上應(yīng)該采取領(lǐng)先型成長(zhǎng)戰(zhàn)略,而在經(jīng)營(yíng)層面應(yīng)該采取差異化制勝的競(jìng)爭(zhēng)戰(zhàn)略,與相關(guān)職能戰(zhàn)略在總體戰(zhàn)略的指導(dǎo)下相輔相成,共同構(gòu)建榮事達(dá)太陽(yáng)能集團(tuán)完整的市場(chǎng)競(jìng)爭(zhēng)戰(zhàn)略。同時(shí),任何優(yōu)秀的市場(chǎng)競(jìng)爭(zhēng)戰(zhàn)略都必須有條不紊地實(shí)施與嚴(yán)格的控制。榮事達(dá)太陽(yáng)能集團(tuán)在恰當(dāng)總體戰(zhàn)略定位的基礎(chǔ)上,需要積極利用生產(chǎn)、營(yíng)銷、財(cái)務(wù)、人力等工具進(jìn)行全面的實(shí)施保障,并采取市場(chǎng)競(jìng)爭(zhēng)戰(zhàn)略績(jī)效考評(píng)體系和預(yù)警機(jī)制進(jìn)行戰(zhàn)略的控制。只有這樣,才能保證一個(gè)完整的榮事達(dá)太陽(yáng)能集團(tuán)市場(chǎng)競(jìng)爭(zhēng)戰(zhàn)略的構(gòu)建和實(shí)施并得以奏效。
[Abstract]:Since the 1970s and 1980s, solar energy as a clean energy has been the focus of the development of new energy in China. On the one hand, solar energy enterprises belong to labor-intensive enterprises. Under the background of increasingly fierce market competition, the development of solar energy enterprises is uneven, the threshold is not high, the production is not large-scale, the influence of product brands is small, and the technology development is slow. Lack of funds for development has become a real problem facing solar energy enterprises. On the other hand, alternative energy sources such as electricity, gas, geothermal, wind and nuclear energy also pose a great threat to solar companies. As a rookie of national enterprises, Rongshida Solar Energy Group is facing the challenge of seeking development, determining the overall strategic orientation in line with the reality, formulating effective implementation strategies, and establishing an invincible position in the competitive market. On the basis of explaining the relevant theories of market competition, this paper analyzes the market competitiveness of Rongshida Solar Group by SWOT, and probes into the market competition environment of Rongshida Solar Group from inside and outside. Furthermore, the author puts forward that Rongshida Solar Energy Group should adopt the strategy of leading growth on the overall level, and adopt the competitive strategy of differentiation to win in the management level, and complement each other with the related function strategy under the guidance of the overall strategy. Jointly construct the complete market competition strategy of Rongshida Solar Energy Group. At the same time, any excellent market competition strategy must be methodically implemented and strictly controlled. On the basis of proper overall strategic positioning, Rongshida Solar Group needs to actively use production, marketing, finance, manpower and other tools for comprehensive implementation protection. Market competition strategy performance evaluation system and early warning mechanism are adopted to control the strategy. Only in this way, can we guarantee the construction and implementation of a complete market competition strategy of Rongshida Solar Group.
【學(xué)位授予單位】：江西師范大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類號(hào)】：F271;F426.6

【參考文獻(xiàn)】

相關(guān)期刊論文 前2條

1 衛(wèi)武;;企業(yè)非市場(chǎng)與市場(chǎng)資源、策略及其績(jī)效的整合互動(dòng)[J];中國(guó)工業(yè)經(jīng)濟(jì);2008年03期

2 魯峰;;新能源產(chǎn)業(yè)可持續(xù)發(fā)展的戰(zhàn)略思考[J];宏觀經(jīng)濟(jì)管理;2009年11期

，

本文編號(hào)：1878972