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论文编号：	10508
作者编号：	2120163037
上传时间：	2018/12/6 18:40:15
中文题目：	H公司手机业务竞争战略研究
英文题目：	Research on competition strategy of smartphone business of H company
指导老师：	薛红志
中文关键字：	手机业务；竞争战略；差异化战略；集中战略
英文关键字：	Smartphone business; Competitive strategy; Differentiation strategy; Focus strategy.
中文摘要：	近年来，移动互联网和通信技术发展较快，技术的升级和巨大的换机红利推动中国智能手机的规模快速发展，从而使手机行业具有较强的吸引力，很多企业的进入使行业内部竞争非常激烈。 H公司是H集团的子公司，主营业务为手机和PAD。H公司是具备技术、销售和生产能力的移动通信公司，在移动通信领域有超过17年的积累，在H集团资金和研发资源的支持下，H公司在研发和生产制造方面有一定的优势。目前，智能手机行业已经进入红利真空期，技术发展趋缓，从而导致行业增长速度放慢，行业内竞争更为激烈。随着行业结构的变化，H公司也开始进行企业转型，但其产品规划能力、采购能力、市场推广能力以及品牌影响力等在转型过程中出现竞争力不足的态势，从而使H公司近年来的经营陷于颓势。 本文结合战略管理相关理论，首先使用PEST，五力模型，价值链和SWOT分析工具对H公司进行内外部环境分析，按照分析结果制订了基于成本管控的差异化战略，然后通过价值活动的调整实现竞争战略的落地，并通过价值活动的优化及其之间的协同，构建可持续的竞争优势。差异化方面的战略措施主要是利用H公司在技术、生产制造等方面的优势以及价值活动的链内协同、纵链协同和横链协同构建差异化。成本管控方面的措施主要是在生产制造、营销销售、物流配送等环节进行价值活动的调整，以及在H集团内部实施横链协同等。 为确保H公司基于成本管控的竞争战略顺利实施，首先，要在H公司内部进行战略的宣贯，使公司员工有统一的认识；其次，要制订详细的实施计划；最后，要根据H公司竞争战略的需要，进行组织架构的优化，使调整后的组织架构支撑战略的落地，同时还要加强公司的信息系统建设，以确保竞争战略的执行效率。
英文摘要：	In recent years, the development of mobile Internet and communication technology is fast. With the upgrade of technology, huge switching dividends promote the rapid development of smart phones in China, so that the mobile phone industry has a strong attraction. The entry of many enterprises makes the competition in the industry very fierce. H company is a subsidiary of H group. Its main business is mobile phones and PAD. H company has the ability of production, marketing and R&D. It has accumulated more than 17 years in the field of mobile communications. With the support of H group funds and R&D resources, H company has certain advantages in R&D and manufacturing. At present, the smartphone industry has entered a dividend vacuum, and the technology is slowing down, resulting in slower growth and more intense competition. With the change of industry structure, H company has begun to carry out enterprise transformation, but its product planning, purchasing, market promotion and brand appear the disadvantage of competitiveness, which makes H company's business in recent years in a downturn. Basing on the theory of strategic management, this paper firstly uses PEST, Five Forces Model, Value Chain and SWOT tools to analyze the internal and external environment of H Company. According to the analysis results, it formulates the differentiation strategy based on cost control. And through the adjustment of value activities to achieve the landing of competitive strategy, and through the optimization of value activities and their coordination to build a sustainable competitive advantage. Strategic measures on differentiation mainly take advantage of H company's advantages in technology, manufacturing and other aspects, as well as value activities within the chain coordination, vertical chain coordination and horizontal chain coordination to build differentiation. Cost control measures are mainly in the production and manufacturing, marketing, logistics and distribution of value activities in the adjustment of links, as well as the implementation of cross-chain coordination within H Group. In order to ensure the smooth implementation of H company's competition strategy based on cost management and control, first of all, the strategy should be publicized and carried out within H company so that the employees have a unified understanding; secondly, the detailed implementation plan should be formulated; finally, according to the needs of H company's competition strategy, the organizational structure should be optimized to make the adjusted organizational structure possible. At the same time, the information system construction of the company should be strengthened to ensure the execution efficiency of the competitive strategy.
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