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论文编号：	15708
作者编号：	2320233786
上传时间：	2025/12/9 14:48:06
中文题目：	A公司进入泰国市场差异化战略制定与实施的研究
英文题目：	Research on the Formulation and Implementation of Company A’s Differentiation Strategy for Entering the Thai Market
指导老师：	崔连广
中文关键字：	中小企业；国际化扩张；乌普萨拉模型；聚焦差异化战略
英文关键字：	Small and medium-sized enterprises;International expansion;the Uppsala model;Focus differentiation strategy
中文摘要：	摘要 近年来中国制造业在总量扩张、技术升级和市场多元化方面取得进展，但劳动力成本上升和中美贸易战关税、技术封锁构成显著挑战。中美贸易战愈演愈烈，美国不断增加关税，着力实施制造业回流战略，中国制造业的产能主动或被动“走出去”，意图通过国际化扩张取得增长突围和实现可持续发展，紧迫性更加强烈。 中美贸易战影响下，中小规模企业的订单锐减，现金流紧张。据不完全统计，2019-2022年珠三角、长三角关停并转企业超4,000家，代工厂处于加速淘汰的状态。与众多中小企业一样，A公司作为中国轻型起重机与智能提升机领域的头部企业，在中国发展近20年后已经取得市场份额第一的成绩，市场份额约占30%，在国内发展遭遇瓶颈。为谋求发展，2019年开始，A公司逐步进入泰国市场，并取得一定成绩，但其聚焦差异化战略的制定逻辑与实施路径仍需系统验证。 本文研究着力A公司在国际化扩张进程中实施聚焦差异化战略的实践。本文核心研究问题是A公司在进入泰国市场时，选择和实施聚焦差异化战略的适配性如何，怎样通过战略落地构建竞争优势。 本文研究方法采用案例研究法和理论分析法，以A公司为样本，结合乌普萨拉模型和差异化战略等理论进行分析。以乌普萨拉模型为基础，分析A公司在泰国市场逐步推进国际化进程的不同阶段与措施，设定相应业务指标，验证发展形势和成果。运用迈克尔?波特的差异化竞争战略理论，分析该理论在A公司进入泰国市场中实现战略目标、形成竞争优势的作用，以及帮助聚焦差异化战略落地的实施保障，为类似规模企业国际化发展提供参考与借鉴。 本文的研究结构与内容，首先梳理战略管理、国际化及跨文化管理等理论基础；然后分析A公司国内外市场现状及泰国市场竞争环境；再基于STP理论与利基市场逻辑论证聚焦差异化战略的选择依据；最后从产品、服务、品牌、渠道四个方面展开战略实施分析，提出保障措施。本文研究旨在为同类中小企业国际化提供实践参考。
英文摘要：	Abstract In recent years, China's manufacturing industry has made progress in terms of total expansion, technological upgrading, and market diversification. However, rising labor costs and the tariffs and technology blockades imposed by the US in the Sino-US trade war pose significant challenges. As the Sino-US trade war intensifies, the US has been increasing tariffs and implementing a strategy to bring manufacturing back home. As a result, Chinese manufacturing capacity has been actively or passively “going global” in an attempt to achieve growth breakthroughs and sustainable development through international expansion, with the urgency becoming even stronger. Under the influence of the Sino-US trade war, orders for small and medium-sized enterprises have sharply declined, and their cash flow has become tight. According to incomplete statistics, over 4,000 enterprises in the Pearl River Delta and Yangtze River Delta regions have been shut down, merged, or transferred from 2019 to 2022, and contract manufacturers are being rapidly eliminated. Like many small and medium-sized enterprises, Company A, a leading enterprise in the segment of light cranes and intelligent lifting devices in China, has achieved the top market share of approximately 30% after nearly 20 years of development. However, it has encountered a bottleneck in domestic development. To seek growth, Company A began to enter the Thai market in 2019 and has achieved certain results. At the same time, the implementation path of its focus differentiation strategy still needs systematic verification. This study focuses on the practice of Company A's implementation of focus differentiation strategy in its international expansion process. The core research question is how well Company A's choice and implementation of focus differentiation strategy are adapted when entering the Thai market, and how to build a competitive advantage through strategic implementation. The research methods of this study include case study and theoretical analysis. Company A is taken as a sample, and the Uppsala model and differentiation strategy theories are combined for analysis. Based on the Uppsala model, the different stages and measures of Company A's gradual internationalization process in the Thai market are analyzed, and corresponding business indicators are set to verify the development situation and results. Michael Porter's differentiation competitive strategy theory is used to analyze the role of this theory in achieving strategic goals and forming competitive advantages when Company A enters the Thai market, as well as the implementation guarantees for the realization of the focus differentiation strategy, providing references and lessons for similar-sized enterprises' international development. The structure and content of this study are as follows: First, the theoretical foundations of strategic management, internationalization, and cross-cultural management are reviewed. Then, the current situation of Company A's domestic and foreign markets and the competitive environment in the Thai market are analyzed. Based on the STP theory and the logic of niche markets, the basis for choosing the focus differentiation strategy is argued. Finally, the implementation of the strategy is analyzed from four aspects: products, services, brands, and channels, and safeguard measures are proposed. The research of this study aims to provide practical references for the internationalization of similar small and medium-sized enterprises.
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