【摘要】：工程機(jī)械行業(yè)屬于典型的投資拉動(dòng)型行業(yè),行業(yè)發(fā)展和國(guó)民經(jīng)濟(jì)增長(zhǎng)、社會(huì)固定資產(chǎn)投資、重大工程項(xiàng)目及城鎮(zhèn)化建設(shè)等密切相關(guān)。“十一五”以來(lái),國(guó)家經(jīng)濟(jì)增長(zhǎng)速度進(jìn)一步加快,基礎(chǔ)設(shè)施投資力度也進(jìn)一步加強(qiáng),國(guó)家連續(xù)實(shí)施了一批重大工程建設(shè)項(xiàng)目,“西電東送、西氣東輸、南水北調(diào)、青藏鐵路、京滬高鐵”等重大基礎(chǔ)設(shè)施建設(shè)項(xiàng)目相繼開(kāi)工,創(chuàng)造了巨大的工程機(jī)械市場(chǎng)需求,也促使中國(guó)工程機(jī)械行業(yè)得到了進(jìn)一步的快速發(fā)展,中國(guó)工程機(jī)械的市場(chǎng)規(guī)模由2006年的1620億元增長(zhǎng)到了2011年的5000億元。目前中國(guó)已發(fā)展成為全球最大的工程機(jī)械市場(chǎng)。中國(guó)工程機(jī)械企業(yè)伴隨著中國(guó)經(jīng)濟(jì)的快速發(fā)展也取得快速發(fā)展�？焖僮龃笃髽I(yè)規(guī)模、成為“工程機(jī)械整體方案提供商”成為行業(yè)內(nèi)各領(lǐng)軍企業(yè)的共同選擇,“相關(guān)多元化”成了工程機(jī)械行業(yè)巨頭共同的企業(yè)發(fā)展戰(zhàn)略,通過(guò)一系列的企業(yè)并購(gòu),使企業(yè)規(guī)模獲得了超常規(guī)的發(fā)展。隨著金融危機(jī)的影響繼續(xù)及“四萬(wàn)億”投資不良后果逐漸顯現(xiàn),國(guó)內(nèi)工程機(jī)械行業(yè)集體陷入經(jīng)營(yíng)的泥沼：應(yīng)收賬款高居不下、存貨壓力寢食難安,資金壓力倍顯,快速的多元化發(fā)展帶來(lái)巨大的經(jīng)營(yíng)風(fēng)險(xiǎn)等等,工程機(jī)械行業(yè)在經(jīng)過(guò)十年的超高速發(fā)展之后來(lái)到了一個(gè)需要重新思考走向的十字路口,核心業(yè)務(wù)的健康發(fā)展在每一家工程機(jī)械企業(yè)中更凸顯了重要性。推土機(jī)業(yè)務(wù)是山推股份的核心業(yè)務(wù),也是山推股份相關(guān)多元化發(fā)展戰(zhàn)略的立足點(diǎn),沒(méi)有推土機(jī)業(yè)務(wù)的健康發(fā)展就談不上山推股份相關(guān)多元化發(fā)展戰(zhàn)略。山推股份應(yīng)充分認(rèn)識(shí)到推土機(jī)業(yè)務(wù)的重要性及復(fù)雜的競(jìng)爭(zhēng)環(huán)境,適時(shí)調(diào)整推土機(jī)競(jìng)爭(zhēng)戰(zhàn)略,保持推土機(jī)業(yè)務(wù)領(lǐng)先地位。本文以戰(zhàn)略管理理論為指導(dǎo),緊密結(jié)合山推股份公司發(fā)展實(shí)際,運(yùn)用戰(zhàn)略管理的PEST分析、波特五力模型等分析方法,對(duì)公司發(fā)展面臨的宏觀環(huán)境、行業(yè)環(huán)境及各主要競(jìng)爭(zhēng)對(duì)手進(jìn)行全面系統(tǒng)的分析,同時(shí)深入分析了公司內(nèi)部資源、能力及核心競(jìng)爭(zhēng)力,通過(guò)SWOT分析方法提出了采用成本領(lǐng)先與差異化相整合的產(chǎn)品競(jìng)爭(zhēng)戰(zhàn)略,最后從制度保障、能力保障、人才保障、文化保障等方面提出了該競(jìng)爭(zhēng)戰(zhàn)略實(shí)施的保障措施,力爭(zhēng)實(shí)現(xiàn)山推股份推土機(jī)業(yè)務(wù)的持續(xù)健康發(fā)展。本文綜合運(yùn)用了競(jìng)爭(zhēng)戰(zhàn)略管理理論和有關(guān)分析工具,針對(duì)目前較少涉及的推土機(jī)業(yè)務(wù)產(chǎn)品競(jìng)爭(zhēng)戰(zhàn)略進(jìn)行研究,為企業(yè)提供了可操作性較強(qiáng)的一種戰(zhàn)略選擇方案,并且該研究成果已部分應(yīng)用于企業(yè)發(fā)展,同時(shí)也為國(guó)內(nèi)其它推土機(jī)生產(chǎn)廠家提供了一種產(chǎn)品競(jìng)爭(zhēng)戰(zhàn)略研究思路。
[Abstract]:Construction machinery industry is a typical investment-driven industry, which is closely related to national economic growth, social fixed assets investment, major engineering projects and urbanization construction. Major construction projects, such as "West-to-East Power Transmission, West-to-East Gas Transmission, South-to-North Water Transfer, Qinghai-Tibet Railway, Beijing-Shanghai High-speed Railway" and other major infrastructural construction projects have started one after another, creating a huge demand for construction machinery market, but also to promote the further rapid development of China's construction machinery industry, China's construction machinery market size from 16 in 2006. At present, China has become the world's largest construction machinery market. With the rapid development of China's economy, China's construction machinery enterprises have also made rapid progress. Rapidly enlarging the scale of enterprises and becoming the "overall project provider of construction machinery" has become the common choice of leading enterprises in the industry. "Relevant diversification" has become the common enterprise development strategy of the construction machinery industry giants. Through a series of mergers and acquisitions, the enterprise scale has achieved extraordinary development. After ten years of super-high-speed development, the construction machinery industry has come to a crossroads that need to be reconsidered. The healthy development of core business is more prominent in every construction machinery enterprise. The bulldozer business is the core business of Shantui Stock Company. It is also the foothold of Shantui Stock Company's diversified development strategy. Without the healthy development of the bulldozer business, Shantui Stock Company can not talk about Shantui Stock Company's diversified development strategy. In this paper, under the guidance of strategic management theory and closely combined with the actual development of Shantui Stock Company, we use PEST analysis of strategic management, Porter's five-force model and other analytical methods to make a comprehensive and systematic analysis of the macro-environment, industry environment and the main competitors facing the company's development. At the same time, it deeply analyzes the internal resources, capabilities and core competitiveness of the company. Through SWOT analysis method, it puts forward the product competition strategy of integrating cost-leading and differentiation. Finally, it puts forward the safeguard measures for the implementation of the competition strategy from the aspects of system guarantee, ability guarantee, talent guarantee, cultural guarantee and so on. In this paper, the competitive strategy management theory and related analysis tools are used to study the competitive strategy of bulldozers, which is seldom involved at present. A strategic option with strong maneuverability is provided for enterprises, and the research results have been partly applied to the development of enterprises. It also provides a research strategy for product competition strategy for other domestic bulldozers.
【學(xué)位授予單位】：山東大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類號(hào)】：F426.4;F272

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