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论文编号：	2519
作者编号：	2220080982
上传时间：	2010/6/11 10:49:19
中文题目：	赛轮股份有限公司差异化服务战略研究
英文题目：	Study Of Differentiated Service Strategy On Sailun co.,Ltd.
指导老师：	张金成
中文关键字：	关键词：轮胎行业 差异化服务 战略定位 战略实施
英文关键字：	Keywords: Tire Industry, Differentiated Services, Strategic Positioning, Strategy Implementation
中文摘要：	2009年，受金融危机的影响，全球汽车市场轮胎需求量比2008年下降约5%；中国轮胎在内需拉动的作用下，虽比2008年增长约8.6%，但从供求关系和市场的激烈竞争来看，已经出现产能过剩。2010年，据预测国内产能增幅将大于消费需求增幅，加上国际经济问题依然复杂多变，国际贸易保护趋势有增无减，轮胎出口不容乐观，产能过剩将进一步加大。尤其是目前，轮胎原材料价格持续飙升，已创历史新高，虽然轮胎厂家开始陆续提价，但无法弥补原材料上涨空间，轮胎企业从年初已开始出现亏损，而且亏损比例和幅度呈增长态势，中国轮胎行业正在经历着一场残酷的市场考验。 本文针对当前轮胎行业所面临的形势，运用波特的五种力量竞争模型与波特钻石理论模型以及客户价值和战略管理理论的思想，结合行业及公司的实际情况，对行业竞争结构、竞争格局、竞争力影响因素，对赛轮公司面临的机遇与挑战以及竞争优势进行了全面的分析，论述了差异化服务为客户和社会所创造的价值以及对企业战略的重要影响，提出了赛轮公司的差异化服战略：即利用轮胎循环经济产业链优势，通过连锁或加盟等独特的商业发展模式，通过与大客户和优势的大经销商之间团结合作，创建赛轮轮胎销售与轮胎翻修网络；通过打造赛轮新胎与翻新胎业务相互促进的产业服务平台，创建赛轮公司独有的销售和服务体系，实现差异化服务；通过赛轮公司差异化服务战略的运营与实施，实现为客户创造价值、为经销商创造竞争优势、为企业争取更多定价选择的合作目标，使赛轮公司的循环经济产业链模式在市场上得以延伸、在行业中得以推广、在社会上得以发扬光大。
英文摘要：	In 2009, affected by the financial crisis, demand for tires in the global automobile market decreased by about 5% from 2008; driven by domestic demands, tire production in China increased about 8.6% from 2008, but glancing at supply and demand and market competition, overcapacity has already emerged. In 2010, projected increase in domestic production will be greater than the increase in consumer demand. As global economic issues remain complex and ever-increasing trend of international trade protection, export business will not be optimistic and excess capacity will further increase. Especially now, tire raw material costs continue to rise and already hit a new record high in history. Although tire manufacturers begin to increase prices, they can not offset raw material cost increases. Tire manufactures has started to experience loss in the beginning of this year and the loss ratio and rate appear to worsen. Chinese tire industry is experiencing a brutal market challenge. Aiming at the current situation faced by the tire industry; using Porter's Five Forces of Competition model and the Porter’s Diamond Theory model; utilizing customer value and strategic management theory; combining actual situation of the tire industry and the company, this paper conducted a comprehensive analysis on competitive structure of the industry, competition situation, factors of competitive influence, opportunities, challenges and the competitive advantages Sailun faces. It also discussed the value of the differentiated services strategy brought to customers and society as well as its important strategic impact on the company and demonstrated Sailun’s differentiated service strategy, which is taking advantages of circular economy of tire industry chain, developing unique business model of chain or membership stores, cooperating with major customers and advanced distributors, and establishing Sailun’s tire sales and retreading network. Through building advanced and mutual benefit platform of Sailun’s new tire and retread business, Sailun’s unique sales and service system was established, and differentiated service was implemented. By operating and implementing Sailun’s differentiated service strategy, Sailun has created greater values for customers, provided competitive advantage for distributors, and gained more opportunities to achieve cooperative goal in setting prices. Sailun was able to extend its circular economy chain in the market, expand in the tire industry, and carry forward in the society.
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