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论文编号：	3065
作者编号：	2120082627
上传时间：	2011/5/21 0:52:16
中文题目：	TCＬ多媒体品牌业务国际化战略研究
英文题目：	The Study of Brand Business Internationalization Strategy of TCL Multimedia
指导老师：	周建教授
中文关键字：	TCL多媒体，国际化战略，品牌业务，国际并购
英文关键字：	TCL Multimedia, Strategy of Internationalization, Brand business, International M&A
中文摘要：	摘 要 TCL集团的多媒体业务，作为国内率先实施国际化战略的典型代表，十几年来走了一段不平凡的道路。通过对TCL多媒体品牌业务国际化战略的研究，可以为中国其他企业实施国际化战略提供一定的指导和参考意义。 本文主要从TCL多媒体品牌业务的国际化战略和实施过程出发，分析其成功的经验和失败的教训，以为中国企业的品牌业务国际化提供参考。本文首先对研究背景和研究意义作了介绍，并说明TCL多媒体的品牌业务国际化战略是本文研究的主要问题。第二章对国际化战略理论进行了回顾，具体有企业国际化动因分析、比较优势理论等，并对本文涉及的一些概念进行界定。第三章着重对TCL多媒体品牌业务的外部环境进行分析，具体包括用PEST理论对宏观环境进行分析和用波特“五力”模型对TCL多媒体品牌业务的行业环境的分析。第四章对TCL多媒体品牌业务的内部资源进行分析，并用VRIO模型找出其核资源和能力。第五章分析了TCL多媒体品牌业务国际化战略的设计。首先用SWOT模型分析其资源的优劣势和所面临的机会和威胁，在此基础上形成其国际化的相应战略。第六章描述了TCL多媒体品牌业务国际化的实施过程及效果，并对其实施及效果进行相应的分析 本文最后部分为研究结论和展望。TCL多媒体品牌业务国际化运营中需要改变此前多品牌运作的模式，要集中公司资源拓展TCL品牌业务，通过持续的投入和建设以期在一段时间内在欧美等发达市场树立起自身品牌形象，进而更有效率地在这些市场拓展品牌业务。通过品牌业务的扩大和OEM、ODM业务来充分利用产能，降低公司运营成本，获取规模经济效应。充分利用TCL集团内部产品资源，进行多元化经营，以降低多媒体国际运营成本。掌握平板电视的上游核心资源，增强平板电视时代的话语权。培养、引进和留住先进的技术和国际化管理人才，以增强多媒体产品的研发实力，同时提升自己的国际化运营水平。
英文摘要：	Abstract The multimedia business of TCL Group, as one sample of the Chinese companies implementing international strategy, has gone through an extraordinary way in the past more than a decade. Based on TCL Multimedia brand business's international strategy and the implementation process, this article analyzes its successes and failures, also try to collect some suggestion and information the other Chinese companies who intend to implement international strategy. Firstly, background and significance of the research were introduced. and explain that the international strategy of TCL Multimedia's brand business is the main study point in this paper. Chapter 2 reviews international strategy theory, including internationalization motivation, comparative advantage and so on. Also the concepts involved in this are defined in this chapter. Chapter 3 focuses on the analysis of the external environment of TCL Multimedia brand business. Chapter 4 analyzes the internal resources of the TCL Multimedia brand business and identifies its key resources and capabilities by using VRIO model. Chapter 5, firstly use SWOT model to analyze TCL Multimedia. Then explain its international strategy of brand business. Chapter 6 describes the implementation of strategy and results. Finally, there are some conclusions and prospects for the study. The previous mode of operation of multi-brand need to be changed to single brand for TCL multimedia brand international business operations. All resource of the company should focus on expanding the brand business. Through continued investment within a period of time to develop the markets of Europe and North America, The TCL brand image will be established, and hence it will be more efficient to expand the brand business in these markets. TCL Multimedia should try to make full use of its production capacity by making OEM and ODM business. So operation costs will be reduced and economies of scale will be obtained. Also, the company should try to master the upper reaches of the core resources of flat-panel TVs. Put more attention to train, introduce and retain of advanced technology and/or international management talent to enhance the R&D capability as well as increase the level of its international operation.
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