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论文编号：	14460
作者编号：	2320213567
上传时间：	2024/3/3 22:24:30
中文题目：	M公司中国市场竞争战略研究
英文题目：	Research on Competitive strategy of the M Company in China market
指导老师：	于斌
中文关键字：	竞争战略；汽车产业；外资零部件企业；新能源车
英文关键字：	Competitive strategy；Automobile industry；Foreign-funded parts enterprises；New energy vehicles
中文摘要：	汽车行业作为全球最大的制造业之一，其产值占到了许多国家的GDP的重要组成部分。2022年全球汽车销量8162.8万量，其中中国市场汽车销量2686.3万辆，占了全球销量的1/3份额，如此巨大规模的市场势必是全球汽车企业的战略发展的重中之重。2023年1-8月新能源乘用车累积销量达到537万辆，工信部预测全年新能源乘用车销量可达900万辆，其数量规模和增长速度更是让全球汽车零部件企业瞩目，纷纷加快调整各自企业在中国的投资和研发资源，以免在新能源市场发展中落后竞争对手，失去已经占据的市场份额。 M公司作为一家国际传统汽车零部件企业，面对中国快速变化的汽车市场，虽然也做了双轨战略的应对，可目前来看收效甚微。本文利用PEST、波特五力、SWOT等战略理论分析工具对当下的市场环境的机会与威胁的分析、公司自身的优劣势分析、以及同竞争对手间的对比分析，以公司的愿景、使命和战略目标为基础，在公司和业务层面上分别制定了符合中国市场环境的战略措施。同时也从组织、制度、资金、技术、人才和企业文化方面定义措施来保障战略的有效实施。 通过对战略理论和M公司实际状况的相结合分析后制定的战略措施，对战略管理知识的运用有一定的意义，更期望能够帮助M公司尽快达成转型目标，通过提升新能源产品的市场份额，得以实现在中国市场业务的增长，同时对于其它外资企业在中国市场竞争战略的思考也提供了参考。 本文的创新点在于竞争战略制定时基于公司的独特资源、核心能力及新能源的发展形势综合考虑M公司在中国区差异化战略的制定。在保障措施方面也充分考虑集团组织架构的特定，通过战略专题项目组的形式调动事业部和中央职能部门间的资源和协作，为战略的落地提供了必要的基础。 本文在战略制定过程中数据量化分析方面不足，具体企业在制定战略时还需充分收集更多数据做评估判断。
英文摘要：	As one of the world's largest manufacturing industries, the automotive industry accounts for a significant part of the GDP of many countries. 2022 global car sales volume 81.628 million, of which the Chinese market vehicle sales 268.63 million units, accounting for one third of the global sales, such a huge market is bound to be the strategic development of global automotive enterprises of the top priority. 2023 January to August renewable energy passenger vehicle accumulated sales to 5.37 million, Ministry of Industry and Information predicted that the annual renewable energy passenger vehicle sales can reach 9 million vehicles, its volume scale and growth rate is more to make global auto parts companies pay attention, one after another to accelerate the adjustment of their enterprises in China investment and research and development resources, avoid falling behind competitors in the development of new energy markets and losing the market share they already occupy. M company as an international traditional auto parts enterprise, faced with China's fast-changing automotive market, although it has also made a two-track strategy response, can see little results at present. This thesis uses PEST, Porter Five Power, SWOT and other strategic theoretical analysis tools to analyze opportunities and threats in the current market environment, the company's own advantages and disadvantages analysis. and comparative analysis with competitors, based on the company's vision, mission and strategic objectives, strategic measures at the company and business level are developed in accordance with the Chinese market environment. But also from organizational, institutional, financial, technical, Talent and corporate culture are defined measures to ensure effective implementation of the strategy. Through the combination of strategic theory and M company's actual situation analysis, the strategic measures formulated, the use of strategic management knowledge has a certain significance, more hope to help M company achieve transformation goals as soon as possible, by increasing market share of new energy products, It is possible to achieve growth in the Chinese market, and also provides a reference for other foreign-invested enterprises to consider competitive strategies in the Chinese market. The innovation point of this thesis is in the formulation of competitive strategy based on the company's unique resources, core capabilities and the development of new energy situation comprehensive consideration of M company in the development of differentiated strategy in China. The specific organizational structure of the Group is also taken into account in the safeguards, and resources and collaboration between the Division and central functions are mobilized through strategic thematic project teams, providing the necessary basis for the strategy to be put into effect. The analysis of data in this thesis during the strategy formulation process is insufficient, specific enterprises in the formulation of the strategy need to fully collect more data for evaluation judgment.
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