本文關(guān)鍵詞： LED 差異化戰(zhàn)略 競(jìng)爭(zhēng)戰(zhàn)略 PEST分析 波特五力模型　出處：《北京交通大學(xué)》2014年碩士論文　論文類型：學(xué)位論文

【摘要】：中國(guó)LED產(chǎn)業(yè)經(jīng)過多年發(fā)展,已經(jīng)慢慢成長(zhǎng)為L(zhǎng)ED產(chǎn)品的世界制造中心,形成了集LED封裝,LED應(yīng)用產(chǎn)品為一體的上下游產(chǎn)業(yè)鏈。各LED企業(yè)也發(fā)展成為集研發(fā),生產(chǎn),銷售為一體的綜合型公司。國(guó)際經(jīng)濟(jì)環(huán)境變化和國(guó)內(nèi)經(jīng)濟(jì)持續(xù)增長(zhǎng),一方面,為我國(guó)LED行業(yè)的快速發(fā)展和整合提供了良好的外部環(huán)境；另一方面,激烈的國(guó)際和國(guó)內(nèi)競(jìng)爭(zhēng)也對(duì)LED企業(yè)提出了新的挑戰(zhàn)。中國(guó)LED企業(yè)的發(fā)展現(xiàn)狀要求我們深入研究分析,探索出一條適合企業(yè)市場(chǎng)拓展和發(fā)展的戰(zhàn)略。 本文以深圳市大族元亨光電股份有限公司(以下簡(jiǎn)稱大族元亨光電公司)作為研究對(duì)象。該公司主要經(jīng)營(yíng)LED全彩屏,LED照明和LED交通指示屏的生產(chǎn),研發(fā)和銷售業(yè)務(wù)。作為專業(yè)LED領(lǐng)域的民營(yíng)股份制高新技術(shù)企業(yè),大族元亨光電公司經(jīng)過十幾年的發(fā)展,已成為行業(yè)內(nèi)經(jīng)營(yíng)規(guī)模較大,效益較好,市場(chǎng)前景較為清晰的國(guó)內(nèi)LED龍頭企業(yè),具備研究條件。本文通過對(duì)大族元亨光電的PEST分析,判斷出公司當(dāng)今發(fā)展的政治法律環(huán)境、國(guó)際經(jīng)濟(jì)環(huán)境、社會(huì)環(huán)境和技術(shù)環(huán)境都還處于積極良好的狀態(tài)。但是由于全球政治經(jīng)濟(jì)環(huán)境不斷變化,大族元亨光電公司同樣面臨著行業(yè)洗牌的現(xiàn)實(shí)風(fēng)險(xiǎn)。在PEST分析的基礎(chǔ)上,我運(yùn)用了波特五力模型對(duì)公司發(fā)展過程中遇到的五種競(jìng)爭(zhēng)力量進(jìn)行了分析,包括潛在進(jìn)入者威脅,替代品威脅,供應(yīng)商討價(jià)還價(jià)能力,客戶討價(jià)還價(jià)能力和行業(yè)現(xiàn)有競(jìng)爭(zhēng)對(duì)手之間的競(jìng)爭(zhēng)。本文通過PEST分析和五力分析,結(jié)合戰(zhàn)略管理理論中的差異化競(jìng)爭(zhēng)戰(zhàn)略理論,提出了大族元亨光電公司應(yīng)采用差異化競(jìng)爭(zhēng)戰(zhàn)略的方案,并明確了公司的戰(zhàn)略目標(biāo),采用差異化競(jìng)爭(zhēng)戰(zhàn)略的內(nèi)容應(yīng)包括產(chǎn)品差異化,服務(wù)差異化,市場(chǎng)差異化和銷售差異化和合作聯(lián)盟差異化,同時(shí)對(duì)差異化競(jìng)爭(zhēng)戰(zhàn)略的收益和風(fēng)險(xiǎn)進(jìn)行闡述。這樣通過獨(dú)特的產(chǎn)品,完善的服務(wù),精準(zhǔn)的市場(chǎng)和銷售策略,長(zhǎng)期的合作聯(lián)盟戰(zhàn)略,樹立品牌,讓顧客產(chǎn)生對(duì)大族元亨光電公司的長(zhǎng)久信賴和忠誠(chéng),從而保持長(zhǎng)久的競(jìng)爭(zhēng)優(yōu)勢(shì)。最后,本文對(duì)差異化競(jìng)爭(zhēng)戰(zhàn)略的實(shí)施和控制提出了建議。
[Abstract]:After years of development, China's LED industry has gradually grown into a world manufacturing center for LED products, forming a LED package. LED application products as one of the upstream and downstream industrial chain. Each LED enterprise has also developed into a research and development, production, sales as one of the integrated companies. The international economic environment changes and domestic economic growth, on the one hand. It provides a good external environment for the rapid development and integration of China's LED industry. On the other hand, the fierce international and domestic competition has also posed a new challenge to LED enterprises. The development of LED enterprises in China requires us to further study and analyze. To explore a suitable strategy for the expansion and development of the enterprise market. In this paper, Shenzhen Daju Yuan Heng Optoelectronic Co., Ltd. (hereinafter referred to as Daqu Yuan Heng Optoelectronic Co., Ltd.) as the research object. The company mainly engaged in LED full color screen. Production, R & D and sales of LED Lighting and LED Traffic indication screen. As a private joint-stock high-tech enterprise in the field of professional LED, Dajiu Yuanheng Optoelectronic Company has been developing for more than ten years. It has become the domestic LED leading enterprise with large scale, good benefit and clear market prospect in the industry, which has the research conditions. This paper analyzes Yuan-heng optoelectronics by PEST. Judging the current development of the company's political and legal environment, international economic environment, social environment and technological environment are still in a positive and good state, but due to the global political and economic environment is constantly changing. Daqu Yuan Heng Optoelectronic Company is also facing the real risk of industry reshuffle. On the basis of PEST analysis, I use the Porter five forces model to analyze the five competitive forces encountered in the development process of the company. It includes potential entrant threat, alternative threat, supplier bargaining power, customer bargaining power and competition among existing competitors in the industry. Combined with the differentiation competitive strategy theory in the strategic management theory, this paper puts forward the scheme that Dajiu Yuan-Heng Optoelectronic Company should adopt the differentiated competitive strategy, and clarifies the strategic objectives of the company. The content of the strategy should include product differentiation, service differentiation, market differentiation, sales differentiation and cooperation alliance differentiation. At the same time, through the unique product, perfect service, accurate marketing and sales strategy, long-term cooperative alliance strategy, establish the brand. Let customers produce long-term trust and loyalty to Yuan-heng Optoelectronic Company, so as to maintain a long-term competitive advantage. Finally, this paper puts forward some suggestions on the implementation and control of differentiated competitive strategy.
【學(xué)位授予單位】：北京交通大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F271;F426.6

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