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论文编号：	11982
作者编号：	2320180757
上传时间：	2020/12/8 21:54:29
中文题目：	LM公司海上风电叶片中国市场竞争战略研究
英文题目：	LM competition strategy study of China offshore wind market
指导老师：	武立东
中文关键字：	海上叶片；竞争战略；成本领先优势
英文关键字：	Offshore blade；Competition strategy；Cost advantage
中文摘要：	随着风电竞价上网政策的执行和国家补贴制度即将在2021年底到期，中国海上风电即将迎来抢装潮。对于叶片行业，一方面是市场利好，一方面由于陆上风电产能释放，造成供求侧能力富集，加剧了竞争压力，这让原本就价格过高的LM竞争劣势更为明显。虽然在产品质量和技术性能表现上，LM较竞争对手有着较明显优势，但这种差异化水平显然并不能支撑在售价方面如此高的市场溢价，继陆上风电退出中国市场主流供应渠道后，LM海上叶片市场的份额也面临极大的缩水风险。海上风电是中国乃至全球清洁能源市场未来发展的趋势，各国在经济政策和建设规划方面都给予了非常大的支持。中国海上风电项目更是占到了全球总量的50%以上，LM必须紧紧抓住机会，在下一个五年规划阶段赢得市场竞争，稳定中国市场份额。 作为叶片行业知名的国际品牌，LM有着非常强的技术研发实力，产品质量广泛被客户认可，其一直奉行的差异化战略让企业的利润水平稳居前列。但随着近年风电行业在中国的发展、成熟，叶片企业的生产、技术水平已经迎头赶上，与LM产品的质量与性能差距越来越小，在性价比方面，LM正在丧失竞争优势和市场。由于研发技术中心地处丹麦，在产品开发速度响应方面也较国内竞争对手慢许多，因此在适配中国的产品开发方面失去了很多先机。市场开发不力，不能获得大批量订单，又使得生产的规模效应无法显现从而拉高了单位产品的生产成本，让市场售价更是居高不下，由此形成恶性循环。通过对企业的SWOT分析和收集客户反馈，LM需要在中国市场实行成本领先优势的竞争战略，才能在激烈的市场竞争中赢得一席之地。通过应用波特价值链理论分析，本文对企业竞争战略实施策略和保障措施给出了建议。特别是从组织结构层面，提出了关于设立中国区战略事业单位，给予特别授权，并转化职能的建议，希望给企业决策者带来一定的启示。
英文摘要：	As the auction policy application and expiration of subsidy of Central Government by end of 2021, it’s forecasted to have the soon coming installation booming season of China offshore wind power market. For blade industry, one side shows positive market trend, while in the other side, the pressure will be certainly increased due to the total supply capacity increasing after the capacity relief of onshore blade. Hence competition of LM product will become even worse due to its higher price far beyond the competitors. Although LM product has better quality and technical performance vs. its competitors, the advance cannot support such high price over beyond the market average level. Hence it’s with great doubt that LM offshore business could possible shrink significantly after loose of China onshore market. For China and even from Global wise, offshore wind power business is the future of clean energy, with support of economy policy, many wind field construction plan are being developed. While the China market is even more than 50% out of total Global market. LM must take the opportunity to stabilize its market share and win the competition in next five year’s plan. LM, a famous Global brand in blade industry, has very strong competence in terms of research, engineering and well recognized for its quality performance by customer. In past years, LM always shows a very strong profit due to the differentiator strategy. As the growth of China wind power industry, many blade manufacturer/competitors developed their technology and performed with good quality as well. In terms of cost performance, LM is losing the advantage and market. Due to far location of the research center in Denmark, LM responses customer very slow which far beyond than competitors, many opportunities hence lost to develop available product for China market and give the chance to competitors in mean time. Without good product and market developed, there cannot get enough order, which even worsen the cost structure due to low volume production, and finally raise the sales price, vicious cycle appears. After analysis by SWOT and customer voice review, it’s demonstrated that LM can only apply the cost advantage strategy to win the competition in China. Through the value chain analysis of Michael Port theory, it’s also given how to deploy the competition strategy and approaches of guarantee. Specially in terms of organization structure, opinion has been raise to develop China SBU, given available authority, to adapt accountability and focus, which could bring inspiration by top Management as the author expects.
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