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论文编号：	10109
作者编号：	2120152830
上传时间：	2018/6/8 17:21:25
中文题目：	天津塔思自动化设备有限公司战略联盟管理研究
英文题目：	Alliance Strategy Management Research on Tianjin Tasi Automation Equipment CO., LTD
指导老师：	胡望斌
中文关键字：	战略管理；战略联盟；中小企业；工业自动化设备
英文关键字：	Strategy Management; Alliance Strategic; Industrial Small and Medium Enterprises; Industrial Automation Equipment
中文摘要：	天津塔思自动化设备有限公司（以下简称“塔思公司”），是一家工业自动化设备生产制造企业。塔思公司定位为科技型企业，为客户提供智能柔性的生产线解决方案。在《中国制造2025》、“大众创业，万众创新”、中国制造业产业升级等大经济和政治背景下，塔思公司凭借自身的项目管理优势和分包优势、市场和财务资源，在成立短短不到2年的时间里，快速成长，在2017年实现2100万人民币的销售额，并在自动化设备的高端产品领域，赢得了良好声誉。但随着公司的发展壮大，各种问题和威胁也开始暴露：产品交付的能力低，与快速的市场开拓速度不匹配；高度定制化的产品难以批量生产，对技术人员要求高；产品售后工作复杂；新产品开发能力不足；潜在竞争对手逐渐加入；人力资源体系不够完善，等等。这些是塔思公司下一步发展的严重障碍和威胁。 本文通过分析塔思公司的公司内外环境、产品市场环境和生产可能性，结合SWOT分析结果，首先对其使命重新定位为“成为中国智能制造的领航者”；对塔思公司战略目标和产品重新进行定位。结合战略管理、战略联盟的理论，分析其战略联盟建立的三大动因—获取自身缺少的交付和售后服务能力、获得MES系统技术、扩大市场份额，并最终提升公司的竞争能力。为其定制“与行业内类似公司结成战略联盟”的公司层战略。以公司层战略为基础，又为三个职能部门选择了职能战略：市场销售选择差异市场战略，为交付部选择战略联盟，为新产品开发和市场拓展选用联盟开发。针对这些公司层和职能层战略，对塔思公司的战略实施提出了实施保障和措施，主要是：联盟战略实施前，针对内部要提升自身整体竞争力优势；实施中针对联盟公司提高与联盟公司的合作、共赢以及互信；在实施后，对于风险的预测和对策的规划。 在文章最后，对塔思公司的战略联盟管理进行简单总结，指出其创新和不足。由塔思公司案例引申出：在目前竞争越来越剧烈、工业设备技术不断提升的背景下，战略联盟可以适用很多工业中小企业。希望塔思公司的案例，为中小企业战略管理的提供例证。
英文摘要：	Tianjin Tasi Automation Equipment Co., Ltd. (hereinafter referred to as "Tasi"), is an industrial automation equipment manufacturing enterprise. The positioning of Tasi is science and technology, production line of intelligent and flexible solutions for customers. Under the economic and political background, such as "Made in China 2025", "Mass entrepreneurship and innovation", and The upgrading of China’s manufacturing industry, with its own project management advantages, subcontracting advantages, market and financial resources, Tasi has grown rapidly in a short period of less than 2 years, realizing 21 million RMB sales in 2017, and it has won a good reputation in the high-end production of automation equipment. But with the development of the company, all kinds of problems and threats are also exposed, such as the ability to deliver products is low and does not match the speed of the rapid market development; the highly customized products are difficult to batch production, require high technical personnel, and the product after sale is complex; the development ability of new products is insufficient; the potential competitors are gradually joining; human resources is not perfect and so on. These are serious development obstacles of Tasi in the next step. Through the analysis of the internal and external environment, the market environment and the possibility of production, and composed the analysis result of SWOT, the mission of "To Be The Leader of China's Intelligent Manufacturing" is released. Combining the theory of strategic management and alliance strategy, this paper analyzes three major motivations for the establishment of its alliance strategy which are obtaining their own lack of delivery and after-sales service capacity, obtaining MES system technology, expanding market share, and ultimately enhancing the company's competitive ability. Based on the company level strategy of "Alliance strategy with similar companies in the industry", three functional departments have chosen the functional strategy as "the differentiated marketing strategy " for the marketing department, "the alliance strategy" for the delivery department, and "the alliance strategy" for the new product development. In view of these company and functional strategy, the implementation guarantees and measures are put forward, mainly as to improve the competitive advantage, to improve the cooperation with the alliance company. In the end, strategic alliance management of Tasi are simply summarized to point out the innovation and deficiency. According to the case study, the alliance strategy can be applied to the industrial small and medium enterprises in the background of increasing competition and industrial equipment technology. I hope Tasi case could be example for the strategic management of industrial small and medium enterprises
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