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论文编号：	13907
作者编号：	2120213387
上传时间：	2023/6/5 22:06:49
中文题目：	军民融合背景下Z公司新能源汽车业务竞争战略研究
英文题目：	Research on the Competitive Strategy of Z Company''s New Energy Vehicle Business under the Background of Military-civilian Integration
指导老师：	任兵
中文关键字：	军民融合；竞争战略；差异化战略；价值链
英文关键字：	Military-civilian integration; Competitive strategy; Differentiation strategy; Value chain
中文摘要：	军民融合是一项关乎国家发展和国家安全、统筹经济建设与国防建设的重要国家战略，是我国突破国外高新技术领域封锁、实现核心产品与技术自主可控的重要渠道之一。在此背景下，传统军工企业拥有了更多的发展机遇和更广阔的的市场空间，但同时也面临着更为激烈的市场竞争，军民融合倒逼企业进行更为深刻的市场化改革，对于企业来说，只有制定符合自身情况和特点的竞争战略，才能在军民融合的浪潮中谋求生存和发展，占据行业领先地位。 本文以军民融合战略的积极践行者——Z公司为案例，对其新能源汽车业务竞争战略展开研究。Z公司是国内最大的防务连接器企业，为响应国家军民融合发展战略，公司积极开拓新能源汽车业务，已经有十余年的发展。通过查阅文献资料、实地走访调研和问卷调查等方式收集整理案例企业新能源业务的真实经营信息，笔者发现，Z公司新能源汽车业务规模仍不及预期，缺乏战略引导、产品定位不清等因素导致了企业营收增长缓慢、毛利率低等问题。那么，如何结合企业经营现状，制定适合企业新能源汽车业务的竞争战略，引导企业更好地应对军民融合背景下激烈的市场竞争，培养和强化核心竞争力，赢得竞争优势，成为企业实现中长期战略目标过程中需要回答的核心问题。 本文首先借助PEST分析、五力模型等工具对案例企业的内外部环境展开分析，在此基础上，通过联用SWOT矩阵和QSPM矩阵结合实施竞争战略的可行性分析，选定适合案例企业业务的差异化竞争战略。最后，以价值链理论为基础，探究差异化战略实施路径，并测试差异化战略的可持续性，提出战略实施的保障措施。 研究得出，缺少战略引导是导致Z公司新能源汽车业务发展瓶颈的重要因素，案例企业应采取差异化战略，走“高质量、高可靠性产品→定制化产品→集成化产品→整车互连系统方案”的竞争路线，同时，应优化人力资源管理体系、强化企业品牌形象和提高竞争对手模仿壁垒以保障战略的顺利实施。最后，经过充分论证，本研究建立了一个可复制的、定性与定量相结合的企业业务层面竞争战略分析框架，为更多军工企业民品业务竞争战略的选择和实施提供了研究思路和分析方法。
英文摘要：	Military-civilian integration is an important national strategy for national development and security, and for coordinating economic construction and national defence construction. In this context, traditional military enterprises have more development opportunities and a wider market space, but at the same time they also face fiercer market competition. Military-civilian integration forces enterprises to carry out more profound market-oriented reforms, and for enterprises, only by formulating a competitive strategy that suits their own situation and characteristics can they seek survival and development in the wave of military-civilian integration and occupy a leading position in the industry. This paper studies the competitive strategy of the new energy vehicle business of Company Z, the largest defence connector company in China, which has been actively developing the new energy vehicle business for more than ten years in response to the national strategy of military-civilian integration development. Through literature review, site visits and questionnaires to collect and collate the real business information of the new energy vehicle business of the case company, I found that the scale of the new energy vehicle business of Company Z is still smaller than expected, and the lack of strategic guidance, unclear product positioning and other factors have led to slow revenue growth and low gross profit margin of the company. Then, how to formulate a competitive strategy suitable for the company's new energy vehicle business in the light of the current business situation, how to guide the company to better cope with the fierce market competition in the context of military-civilian integration, how to cultivate and strengthen core competitiveness, and how to gain competitive advantages has become the core question to be answered in the process of achieving the company's medium and long term strategic goals. This paper first analyses the internal and external environment of the case company using tools such as PEST analysis and the five forces model. On this basis, the feasibility analysis of implementing a competitive strategy is combined with the SWOT matrix and the QSPM matrix to select a differentiated competitive strategy suitable for the case company's business. Finally, based on the value chain theory, the implementation path of the differentiation strategy is explored and the sustainability of the differentiation strategy is tested and safeguards for the implementation of the strategy are proposed. The study concludes that the lack of strategic guidance is an important factor leading to the bottleneck in the development of Company Z's new energy vehicle business, and that the case company should adopt a differentiation strategy and follow the competitive route of "high quality and high reliability products, customised products, integrated products, complete vehicle interconnection system solutions". At the same time, we should optimise our human resource management system, strengthen our brand image and raise the barriers to imitation by competitors to ensure the smooth implementation of the strategy. Finally, after thorough demonstration, this study has established a replicable, qualitative and quantitative competitive strategy analysis framework for the business level of enterprises, which provides research ideas and analysis methods for the selection and implementation of competitive strategies for the civilian business of more military enterprises.
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