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论文编号：	11288
作者编号：	2320170521
上传时间：	2019/12/11 13:38:56
中文题目：	SK公司竞争战略研究
英文题目：	A Study on the competitive Stradge of SK Company
指导老师：	牛芳
中文关键字：	外资企业；防水行业；SWOT；差异化战略；
英文关键字：	Foreign-funded Enterprises; Waterproof Industry; SWOT; Differentiation Strategy;
中文摘要：	摘 要 伴随全世界的经济一体化进程不断加速，我国已成为世界经济不可或缺的一环，巨大的市场潜力吸引了大批的外资企业。尤其是近些年我国房地产业的崛起，以及国家对基础设施建设的巨大投入，建筑以及其相关产业比如防水行业也实现了飞跃式进步。SK集团总部位于瑞士，提供从屋面到地面的完整的建筑材料产品系统。SK公司作为集团在中国的以生产防水材料和相关配件为主业的全资子公司自2005年成立以来取得了巨大发展，获利颇丰。当前，鉴于国内良好的市场发展机遇，但是异常激烈地市场竞争环境，SK公司也面临着急需解决的难题即应当选择什么样竞争战略以最大限度的发挥优势资源、规避外部威胁，实现公司更进一步更长远的发展。 本文以SK公司为研究对象，以相关战略管理理论为指导，分析了SK公司所处的政治，经济，文化，行业技术等的外部环境，使用SWOT分析模型，对SK公司现有内外部环境进行分析，提出了适合目前SK发展阶段的竞争战略，即差异化战略，并指明差异化战略的实施路径：产品差异化、售后服务差异化、品牌形象差异化。同时，从价值链角度即企业的基本活动：生产运营、营销和内外部物流以及支持活动：技术研发、人力资源管理以及构建企业文化等方面分析提出SK公司的战略实施保障。 本文的研究意义主要体现在企业本身和所处行业两个层次上。其一，对于企业本身而言，一个企业的战略是企业是实现可持续发展的关键所在，战略的意义在于为企业指明前进方向，为企业的长期生存与发展目标的确定以及实现目标的方式方法提供理论框架。SK公司作为相关外资企业的典型代表，本文研究可以为其他同类企业战略制定提供有益参考。其二，对于防水行业层面而言，SK公司自2005年进入中国防水行业以来，在PVC防水卷材领域一直占据相当重要的位置，随着市场份额不断增长，经营规模也不断扩大。通过对SK公司内外部环境以及优劣势的分析和总结，丰富行业内其他企业的发展路径。对行业内企业新进企业而言，在国内具有60年防水经验的SK公司，无疑具有很大的样本意义。 关键词：外资企业；防水行业；SWOT；差异化战略；
英文摘要：	Abstract With the economic globalization continue to accelerate, China has become an indispensable part of world economy, and the huge market with great potential has attracted a large number of foreign-funded enterprises to invest in China. Especially with the rise of China's real estate industry in recent years, as well as the country's huge investment in infrastructure construction, construction and its related industries such as the waterproof industry has also achieved a big step forward. Headquartered in Switzerland, SK Group offers a complete building material product system from roof to floor. As a wholly-owned subsidiary of the Group in China which mainly produces waterproof materials and related accessories, SK company has achieved tremendous development since its establishment in 2005 and has made great profits. At present, in view of the good market development opportunities and the extremely fierce market competition environment in China, SK company are also faced with the urgent need to solve the problem of what kind of competitive strategy should be chosen to maximize the use of superior resources, avoid the threat in market, and further realize the Longer-term development of the company. This paper takes SK company as the research object and analyzes the external environment of politics, economy, culture and industry technology of SK company under the guidance of relevant strategic management theory. It uses SWOT analysis model to carry out the existing internal and external environment of SK company. The analysis proposes a competitive strategy suitable for the current stage of SK development, namely the differentiation strategy, and indicates the implementation path of the differentiation strategy: product differentiation, after-sales service differentiation, and brand image differentiation. At the same time, from the perspective of the value chain, that is, the basic activities of the enterprise: production and operation, marketing and internal and external logistics, and support activities: technology research and development, human resource management, and construction of corporate culture and so forth. The research significance of this paper is mainly reflected in the two levels of the enterprise itself and the relative industry. Firstly, for the enterprise itself, the strategy of a company is that the enterprise is the key to achieving sustainable development. The significance of the strategy is to indicate the direction of the enterprise, determine the long-term survival and development goals of the enterprise, and the ways and means to achieve the goal. Provides a theoretical framework. As a typical representative of relevant foreign-funded enterprises, this research can provide useful reference for the strategy formulation of other similar enterprises. Secondly, for the waterproof industry, SK has been occupying a very important position in the PVC waterproof coil industry since it entered the Chinese waterproof industry in 2005. As the market share continues to grow, the scale of operations continues to expand. Enrich the development path of other companies in the industry by analyzing and summarizing the internal and external environment of SK and its advantages and disadvantages. For the new enterprises in the industry, SK company with 60 years of waterproof experience in China has been undoubtedly of a great sample significance. Keywords: Foreign-funded Enterprises; Waterproof Industry; SWOT; Differentiation Strategy;
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