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论文编号：	12859
作者编号：	2320190570
上传时间：	2021/12/11 14:07:49
中文题目：	LC公司竞争战略研究
英文题目：	Study on the Competitive Strategy of LC Company
指导老师：	薛红志
中文关键字：	海洋油气开发企业；竞争战略；竞争优势；价值链
英文关键字：	Offshore oil and gas development companies; Competitive strategy; Competitive advantages; Value chain
中文摘要：	随着经济的发展和能源需求变化的影响，海洋油气开发行业正处在一个存量市场和增量市场并存的时代。一方面，人们对于传统油气能源的需求依然强劲，另一方面，各国政府又在积极引导与鼓励清洁能源与可再生能源的开发与利用。宏观环境的变化给企业的发展带来了挑战和机遇，对企业的能力与发展策略提出了更高的要求。但在新冠疫情影响下，很多中小型企业因经营困难而暴露出发展战略缺失，企业竞争优势不突出的普遍性问题。本文选取了海洋油气行业中的一家设计企业LC公司作为研究对象，以重新制定竞争战略、重塑竞争优势的过程为研究内容，运用竞争战略理论、战略管理理论、竞争优势和价值链理论，同LC公司发展问题相结合，制定适合公司可持续发展的竞争战略。通过对LC公司发展历程的回顾、所处宏观经济环境和中观行业竞争环境的分析，得出公司的外部发展环境及在产业结构中的位置；通过对公司内部环境的分析，利用企业资源和能力理论得出公司核心能力及由此形成的竞争优势特点；通过采用行业发展趋势、客户需求及企业核心竞争力三者叠加的方法选择出企业细分市场领域，结合波特通用竞争战略的定位比较，形成公司聚焦差异化的竞争战略。在聚焦差异化竞争战略形成后，通过价值链的调整来实现差异化竞争优势，并通过相应的职能措施对竞争战略的落地实施予以保障，同时就竞争优势的可持续性进行保障措施方面的研究。虽然在理论基础和量化分析方面存在不足，但本文研究意义在于竞争战略相关理论在企业具体实践中的应用，为如何实现竞争理论和企业实践相结合提供了一份参考样本。
英文摘要：	With the impact of economic development and changes in energy demand, the offshore oil and gas development industry is in an era where stock markets and incremental markets coexist. On the one hand, people's demand for traditional oil and gas energy is still strong. On the other hand, governments of various countries are actively guiding and encouraging the development and utilization of clean energy and renewable energy.. The changes in the macro environment have brought challenges and opportunities to the development of enterprises, and put forward higher requirements on the capabilities and development strategies of enterprises. However, under the influence of the new crown epidemic, many small and medium-sized enterprises have exposed the common problems of lack of development strategies and lack of prominent competitive advantages of enterprises due to operating difficulties. This paper selects the research object of LC Company, a design company in the offshore oil and gas industry, and takes the process of reformulating competitive strategy and reshaping competitive advantage as the research content, using competitive strategy theory, strategic management theory, competitive advantage and value chain theory, and LC Company’s development issues are combined to formulate a competitive strategy suitable for the company’s sustainable development. Through the review of the development history of LC Company, the analysis of the macroeconomic environment and the mid-level industry competition environment, the company's external development environment and its position in the industrial structure are obtained; through the analysis of the company's internal environment, the use of corporate resources And competence theory derives the company’s core capabilities and the resulting characteristics of competitive advantages; through the use of industry development trends, customer needs and core competitiveness of the company’s three superposition methods to select corporate market segments, combined with Porter’s general competitive strategy Positioning comparison, forming the company's focus on differentiation strategy. After the formation of the focused differentiated competitive strategy, the differentiated competitive advantage is realized through the adjustment of the value chain, and the implementation of the competitive strategy is guaranteed through corresponding functional measures. At the same time, research on the sustainability of the competitive advantage is carried out. . Although there are deficiencies in the theoretical foundation and quantitative analysis, the significance of this research lies in the application of competitive strategy-related theories in the specific practice of enterprises, which provides a reference sample for how to realize the combination of competition theory and practice.
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