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论文编号：	15701
作者编号：	2320234011
上传时间：	2025/12/9 14:01:37
中文题目：	Y公司沙特市场房地产家居业务竞争战略研究
英文题目：	Research on the Competitive Strategy of Home Solution Business in Saudi Market of Y Company
指导老师：	任兵
中文关键字：	家居业务；沙特市场；竞争战略；集中差异化
英文关键字：	Home Solutions；Saudi Arabia Market；Competitive Strategy；Focused Differentiation Strategy
中文摘要：	在全球化浪潮大背景下，随着中国“一带一路”倡议的推进，以及沙特“2030愿景”的深入实施，沙特对其建筑行业大力支持所带来房地产相关产业的发展为中国家居企业“走出去”提供了机会。同时，中国房地产市场在经历了2005年-2018年的快速增长期后逐渐下行，但其在房地产家居行业积累的产能以及行业经验和产品技术仍有先发优势，传统出口模式终究难逃同质化竞争与价格战泥潭的桎梏，且难以适应当代高端化、定制化、智能化的市场需求，只有持续的模式创新和技术创新才能让中国企业在全球化出海的道路上行稳致远。 本文以典型的中国出口企业Y公司为例，分析其如何凭借自身资源与核心能力，制定并实施相应的竞争战略，在沙特开展家居业务。首先，作者基于战略管理理论，通过文献分析法与实地调研法，借助PESTEL模型、波特五力模型等分析工具对房地产家居业务的外部宏观环境与行业竞争格局进行分析，并指出沙特家居解决方案业务市场的机遇与潜在威胁；其次，作者通过对Y公司内部资源分析、企业能力分析，识别出其强大的供应链整合能力、深厚的海外业务经验等核心优势，同时也指出了其沙特本土服务能力待完善、品牌知名度不足等劣势；在此基础上，作者通过SWOT分析形成四种战略组合，并评估了各类战略选择的可行性，最终论证了集中差异化战略是Y公司目前阶段的最优战略选择，即通过提供“产品+服务”的一体化家居解决方案来构建Y公司的独特竞争优势。 本文的结论在于：对于计划“出海”的中国制造企业而言，只靠低成本竞争难以获得持久性优势，可以尝试向提高附加值方向转变，从“产品/材料出口”向“创新商业模式输出”转变。Y公司选择的集中差异化战略，为中国传统制造业在全球价值链中的转型提供了可借鉴的经验。同时，本文也指出了战略实施过程中可能面临的文化差异、人才管理等挑战，并为后续相关研究提出了方向。
英文摘要：	Against the background of globalization, the advancement of the Belt and Road Initiative and the deepening implementation of Saudi Arabia's "Vision 2030", along with Saudi Arabia's strong support for the construction industry which has spurred the development of real estate-related industries, Chinese home solution companies meet the strategic opportunities for globalization. Meanwhile, Chinese real estate market declines gradually after a rapid growth during 2005-2018, but the production capacity, industry experience and technology they have accumulated in the real estate and home solution industry still give them a first-mover strategic advantage. Meanwhile the traditional export model is ultimately mired in homogeneous competition and price wars, and struggles to adapt to the contemporary market’s demand for high-end, customized products, only continuous model innovation and technological innovation can make Chinese companies’ globalization succeed. This paper takes Y company, a typical Chinese exporter as example, to analyze how it leveraged its resources and core capabilities to develop and implement a competitive strategy to explore the home solutions business in Saudi market. Based on strategic management theory, this paper analyzes the external macro-environment and industry competition situation through literature analysis and field research, drawing on the PESTEL model and Porter's Five Forces model, the paper identifies opportunities and potential threats in the Saudi home solutions business. Secondly, through an analysis of Y company's internal resources and capabilities, the paper identifies its core strengths, such as strong supply chain integration capabilities and extensive overseas business experience. The paper also highlights Y company's weaknesses, such as its need for improved local service capabilities in Saudi Arabia and insufficient brand awareness. Based on this, a SWOT analysis is conducted to develop four strategic combinations and assess the feasibility of each. Ultimately, the paper concludes that a focused differentiation strategy is the optimal strategic choice for Y company at current stage, that is to provide integrated "product + service" home solutions to build Y company's unique competitive advantage. This paper concludes that for Chinese manufacturing companies planning to expand overseas, relying solely on low-cost competition is hardly to achieve sustainable advantages. Instead, they can shift towards increasing added value, moving from "product/material export" to "innovative business model export." Y Company's chosen focused differentiation strategy provides valuable experiences for China's traditional manufacturing industry's transition into the global value chain. This paper also identifies challenges that may arise during strategic implementation, such as cultural difference and human resources management, also suggests directions for subsequent research.
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