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论文编号：	11494
作者编号：	2320170708
上传时间：	2019/12/18 22:38:22
中文题目：	海信白色家电后向业务界面研究
英文题目：	Research on the Backward Business Interface of Hisense Company’s White Household Appliances
指导老师：	柳茂平
中文关键字：	海信公司 白色家电 后向业务界面 后向一体化 资源外取
英文关键字：	Hisense；White household appliances；Backward business interface；Backward integration；Resource outsourcing
中文摘要：	伴随改革开放发展起来的白色家电行业，如今已挥别高速增长的时代，现产能已严重过剩，市场处于饱和状态，各家电企业之间的竞争愈演愈烈。在这样的局面下，家电企业为了保持并提高自身的竞争优势，拉开与竞争对手的差距，不得不开始重新审视和优化自身产业链的相关环节。由于家电企业对于原材料的依赖度颇高，分析企业与上游供应商在产业链上的活动范围和资源范围所构成的后向业务界面，对于其重构产业链，获得与国内外企业竞争的核心要素，以及提升企业持续竞争力，有着一定的研究意义。 本文依据对纵向一体化战略、资源外取战略和资源获取的三种方式等理论知识的回顾，将海信白色家电与其上游供应商在产业链上的活动范围和资源范围边缘即后向业务界面作为研究对象，对海信白色家电业务面临的外部竞争环境和企业内部的环境进行了详细分析，识别出海信白电业务涉及到的后向产业链中的较为重要的三类资源是大宗原材料、压缩机和集成电路，指出海信白电业务后向业务界面当前存在的问题。根据对这三类资源的业务界面现状、行业情况和发展前景等的分析论证，提出海信白色家电对于集成电路设计，应扩大后向业务界面，实施纵向一体化中后向一体化战略；对于大宗原材料和压缩机，应维持现有业务界面不变，实施资源外取战略。最后，为保证相关战略得以顺利实施，建议海信白电未来后向业务界面的资源获取方式是：对于大宗原材料、压缩机业务，资源获取方式是战略联盟和临时交易；对于集成电路设计，资源获取方式为内部发展和并购。 通过对海信与供应商在产业链上的活动范围和资源范围所构成的后向业务界面进行地较深入的分析研究，本文提出针对不同的后向业务，海信应因地制宜，选择合适的战略和差异化的管理方式，来提升其产业链的竞争力。希望本文能给类似经营环境的其他家电企业的企业管理者在后向业务界面的管理方面带来一定的启发。
英文摘要：	With the implementation of China's reform and opening up policy,the white home appliance industry is waving goodbye to the era of high-speed growth.The competition between home appliance enterprises has become increasingly intense.Now the industry is serious overcapacity; the market has been deeply saturated. In this situation, in order to maintain and improve their own competitive advantages and expand the gap with competitors,home appliance enterprises have to re-examine and optimize the relevant links of the industrial chain. Due to the high dependence of household appliance enterprises on raw materials, it is of certain research significance to analyze the backward business interface formed by the activity scope and resource scope of enterprises and upstream suppliers in the industrial chain, which to reconstruct their own industrial chain,obtain the core elements of competition with domestic and foreign enterprises and enhance the sustainable competitiveness of enterprises. Based on the theoretical knowledge of vertical integration strategy, resource outsourcing strategy and the methods of resource acquisition, this thesis takes the backward business interface that Hisense white home appliance and its upstream suppliers on the edge of the activity and resources scope in the industry chain as the research object. This thesis analyzes the external competitive environment and internal environment of Hisense white home appliance business, and identifies that the core resources of Hisense's backward industrial chain are bulk raw materials, compressors and integrated circuits, and points out the problems existing in the backward business interface. Based on the analysis of the industry situation and development prospect of these three kinds of resources,the thesis puts forward some suggestions on the future business interface selection and management scheme of Hisense white home appliances business. Based on the assessment of the current situation of the business interface, industry characteristics, self-competitiveness and development prospects of these three types of resources, the thesis proposes that the main strategies for Hisense's backward business selection are backward integration strategy of vertical integration and resource outsourcing strategy: For integrated circuit design, it proposed that Hisense should expand backward business interface and implement backward integration strategy. For bulk raw materials and compressors, Hisenseshouldmaintain the existing business interface and implementedt resource outsourcing strategy. At last, it gives advice on different resource acquisition methods for each resource. Through in-depth analysis and research on Hisense's backward business interface formed by activity scope and resource scope of Hisense and suppliers in the industrial chain, this thesis proposes that Hisense should choose appropriate strategies and differentiated management plans for different backward businesses to enhance the competitiveness of its industrial chain. It is hoped that this thesis can bring some inspirations to the management of backward business interface for the enterprise managers of other household appliance enterprises with similar operating environment.
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