本文關(guān)鍵詞： 電動(dòng)汽車 競(jìng)爭(zhēng)戰(zhàn)略 成本領(lǐng)先戰(zhàn)略 差異化戰(zhàn)略　出處：《山東理工大學(xué)》2014年碩士論文　論文類型：學(xué)位論文

【摘要】：市場(chǎng)經(jīng)濟(jì)形勢(shì)下，企業(yè)的發(fā)展和壯大離不開競(jìng)爭(zhēng)，競(jìng)爭(zhēng)并不是盲目和自發(fā)的。企業(yè)要在競(jìng)爭(zhēng)中獲得競(jìng)爭(zhēng)優(yōu)勢(shì)，競(jìng)爭(zhēng)戰(zhàn)略的選擇顯得尤其重要。企業(yè)依據(jù)面臨的外部環(huán)境和內(nèi)部環(huán)境，確定企業(yè)的競(jìng)爭(zhēng)戰(zhàn)略。明確企業(yè)的宗旨和目標(biāo)，確定采取的具體措施和步驟。本課題以TJOL電動(dòng)汽車作為研究對(duì)象，以波特為代表的結(jié)構(gòu)學(xué)派競(jìng)爭(zhēng)理論作為理論研究依據(jù)，分析了TJOL電動(dòng)汽車競(jìng)爭(zhēng)戰(zhàn)略的選擇。 本課題從競(jìng)爭(zhēng)戰(zhàn)略基本理論分析入手，對(duì)波特的三種競(jìng)爭(zhēng)戰(zhàn)略：成本領(lǐng)先戰(zhàn)略、差異化戰(zhàn)略和集中化戰(zhàn)略進(jìn)行了闡述；對(duì)競(jìng)爭(zhēng)戰(zhàn)略工具波特五力模型進(jìn)行了分析。在理論指導(dǎo)下，分析了TJOL電動(dòng)汽車所面臨的政治、經(jīng)濟(jì)、社會(huì)和技術(shù)環(huán)境；分析了TJOL電動(dòng)汽車外部環(huán)境遇到的機(jī)遇和威脅，內(nèi)部環(huán)境面臨的優(yōu)勢(shì)和劣勢(shì)。其中對(duì)外部環(huán)境進(jìn)行了量化分析，得出了TJOL電動(dòng)汽車能夠較好的面對(duì)外來(lái)的威脅和挑戰(zhàn)。通過公司面臨的內(nèi)外環(huán)境分析，得出TJOL電動(dòng)汽車應(yīng)該采用的具體競(jìng)爭(zhēng)戰(zhàn)略為總體成本領(lǐng)先戰(zhàn)略和部分重點(diǎn)產(chǎn)品差異化的戰(zhàn)略。戰(zhàn)略的實(shí)施面臨的風(fēng)險(xiǎn)，在防范風(fēng)險(xiǎn)時(shí)，提出了戰(zhàn)略聯(lián)盟的設(shè)想。作為規(guī)模不大、研發(fā)資金并不充裕的中心企業(yè)來(lái)講，技術(shù)的不斷革新，設(shè)備的折舊和淘汰，將是TJOL電動(dòng)汽車有限公司在發(fā)展中面臨的難題和瓶頸。加入現(xiàn)有的戰(zhàn)略聯(lián)盟和與其他競(jìng)爭(zhēng)對(duì)手成立新的戰(zhàn)略聯(lián)盟將企業(yè)發(fā)展的發(fā)展方向。競(jìng)爭(zhēng)戰(zhàn)略的順利實(shí)施，需要對(duì)企業(yè)有可能面臨的風(fēng)險(xiǎn)進(jìn)行控制。戰(zhàn)略實(shí)施本身有風(fēng)險(xiǎn)，需要對(duì)成本進(jìn)行控制，并保持技術(shù)領(lǐng)先；技術(shù)更新中引起的財(cái)務(wù)緊張和設(shè)備折舊，也是企業(yè)需要解決的難題；宏觀經(jīng)濟(jì)環(huán)境不容樂觀，對(duì)企業(yè)的發(fā)展造成很大的影響，規(guī)避風(fēng)險(xiǎn)，擴(kuò)大銷量。解決這些問題，才能使企業(yè)贏得競(jìng)爭(zhēng)優(yōu)勢(shì)。 本課題以管理學(xué)、市場(chǎng)營(yíng)銷學(xué)相關(guān)理論作為依據(jù)，運(yùn)用了PEST(Politic analysis、Economics analysis、Society analysis、Technology analysis)分析法，分析了TJOL電動(dòng)汽車面臨的外部環(huán)境；運(yùn)用SWOT(Strength、Weakness、Opportunity、Threat)分析法對(duì)企業(yè)的機(jī)遇、威脅、優(yōu)勢(shì)、劣勢(shì)進(jìn)行了進(jìn)一步闡述。運(yùn)用波特五力模型分析了TJOL電動(dòng)汽車面臨的行業(yè)內(nèi)的競(jìng)爭(zhēng)環(huán)境，，包括了產(chǎn)業(yè)競(jìng)爭(zhēng)者、購(gòu)買者、供應(yīng)商、新加入者和替代品和服務(wù)的威脅。對(duì)行業(yè)外部的競(jìng)爭(zhēng)威脅和機(jī)遇，采用了EFE矩陣，賦予權(quán)重，獲得了比較準(zhǔn)確的TJOL面對(duì)外部環(huán)境時(shí)的數(shù)據(jù)。 通過研究TJOL電動(dòng)汽車的內(nèi)外部環(huán)境，對(duì)電動(dòng)汽車業(yè)務(wù)的發(fā)展做出了競(jìng)爭(zhēng)戰(zhàn)略選擇，同時(shí)指出了TJOL電動(dòng)汽車的發(fā)展現(xiàn)狀和有可能面臨的發(fā)展風(fēng)險(xiǎn)，風(fēng)險(xiǎn)的控制和企業(yè)內(nèi)部結(jié)構(gòu)、問題的解決，成為TJOL電動(dòng)汽車戰(zhàn)略實(shí)施成敗的關(guān)鍵。研究為TJOL電動(dòng)汽車有限公司戰(zhàn)略的選擇和實(shí)施，提供了可行性的方案，為TJOL電動(dòng)汽車業(yè)務(wù)發(fā)展提供一定的理論依據(jù)和參考。
[Abstract]:Under the situation of market economy, the development and growth of enterprises can not be separated from competition. Competition is not blind and spontaneous. Enterprises should gain competitive advantages in competition. The choice of competitive strategy is especially important. According to the external and internal environment, the enterprise determines its competitive strategy. This paper takes TJOL electric vehicle as the research object and the structural school competition theory represented by Porter as the theoretical basis to analyze the choice of the competition strategy of TJOL electric vehicle. Based on the analysis of the basic theory of competition strategy, this paper expounds Porter's three competitive strategies: cost leading strategy, differentiation strategy and centralization strategy; Under the guidance of theory, the political, economic, social and technological environment of TJOL electric vehicle is analyzed, and the opportunities and threats to the external environment of TJOL electric vehicle are analyzed. The advantages and disadvantages of the internal environment. Among them, the quantitative analysis of the external environment, the conclusion is that TJOL electric vehicles can better face the external threats and challenges. Through the internal and external environment analysis of the company, It is concluded that the specific competitive strategy that TJOL electric vehicle should adopt is the overall cost leading strategy and the strategy of differentiation of some key products. The risks faced by the implementation of the strategy are put forward in the course of preventing the risks. As the scale is not large, the paper puts forward the idea of strategic alliance. For central enterprises that do not have sufficient R & D funds, technological innovation, depreciation and elimination of equipment, Joining the existing strategic alliance and establishing a new strategic alliance with other competitors will lead to the development direction of the enterprise and the smooth implementation of the competitive strategy. It is necessary to control the risk that the enterprise may face. The implementation of the strategy has its own risks, it needs to control the cost and keep the technology leading, the financial tension and the depreciation of the equipment caused by the technology renewal are also the difficult problems to be solved by the enterprise. The macroeconomic environment is not optimistic, which has a great impact on the development of enterprises, avoiding risks and expanding sales volume. Only by solving these problems can enterprises win competitive advantages. Based on the relevant theories of management and marketing, this paper analyzes the external environment that TJOL electric vehicles are facing by using PEST(Politic analysis analysis method, and analyzes the opportunities, threats and advantages of TJOL electric vehicles by means of SWO analysis method, which is based on the related theories of management and marketing, and analyzes the opportunities, threats and advantages of TJOL electric vehicles by using the SWO analysis method, which is based on the relevant theories of management and marketing, and analyzes the external environment faced by TJOL electric vehicles, and uses the SWO analysis method to analyze the opportunities, threats and advantages of the enterprises. Using Porter's five-force model to analyze the competitive environment in TJOL electric vehicle industry, including industry competitors, buyers, suppliers, New entrants, substitutes and threats of service. The EFE matrix is adopted for the external competition threats and opportunities of the industry, and the weight is given to obtain more accurate data of TJOL when facing the external environment. By studying the internal and external environment of TJOL electric vehicle, this paper makes a competitive strategy choice for the development of electric vehicle business. At the same time, it points out the current situation of TJOL electric vehicle development and the possible development risks, risk control and internal structure of the enterprise. The solution to the problem becomes the key to the success or failure of the TJOL electric vehicle strategy implementation. The research provides a feasible scheme for the selection and implementation of the strategy of the TJOL Electric vehicle Co., Ltd. and provides a certain theoretical basis and reference for the development of the TJOL electric vehicle business.
【學(xué)位授予單位】：山東理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F271;F426.471

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