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论文编号：	3076
作者编号：	2120092748
上传时间：	2011/5/22 23:01:28
中文题目：	北京北重汽轮电机有限责任公司竞争战略研究
英文题目：	Research on Competition Strategy of Beijing BeizhongTurbine Generator Co., LTD
指导老师：	杨坤
中文关键字：	竞争战略;汽轮机制造业;北重公司;价值链;核心能力
英文关键字：	Competitive Strategy ;Turbine Manufacturing;Beizhong Company;Value Chain;Core Competence
中文摘要：	摘要 汽轮机制造业是我国国民经济的一个重要组成部分，关系到我国的能源安全及整个社会的经济发展，因此在新中国成立不久就受到了党中央的高度关注。当前已拥有自主研发与生产大型发电机的技术与能力，并已经走出了国门，初步具备了与世界一流的发电机制造企业同台竞技的实力。汽轮机制造业是受电力需求影响很大的产业。在电能缺口大的时候，行业会高速发展。在国内电能充裕的情况下行业也会停滞不前。由于电厂建设投资巨大，周期很长，项目经常受国家政策影响，因此汽轮机制造业是对国家的产业政策严重依赖的。大型汽轮机的生产与研发具有专业性强、投入高、周期长的特点，因此进入壁垒很高，这也就形成了本行业有别于其他行业的独特性。随着中国的经济高速发展，对电力能源的依赖程度趋高。因此，国内电力市场对发电设备有较强的需求。国外跨国公司也因此纷纷通过技术合作的方式进入中国，并凭借其强大的技术优势很快占领了市场，特别是在超大型汽轮发电机机组方面，国内企业与其还有一定距离。本文以汽轮机行业中的一个具体企业——北重公司为例，以竞争战略相关理论为基础，通过查阅文献和面对面访谈等手段获得研究数据和资料。并结合本人在汽轮机制造业的工作经验以及运用相关理论对北重公司现状进行研究，指出公司所面临问题以及未来发展战略。 本文的主要研究工具为理论应用分析法、访谈法和文献法。论文写作过程中需要大量翔实的资料和数据，特别是公司内部数据对本文来说至关重要。论文作者曾经五次到公司对相关经理人员进行面对面的访谈，得到了大量具体的数据和翔实的资料，使论文更加具有说服力。此外，本文还采用了比较分析法对北重公司竞争对手的优势和劣势进行详细分析，并且结合波特竞争战略相关理论，对北重公司所处的外部环境和内部环境进行研究和分析，进而得出北重公司的竞争战略及其发展对策。本文的研究思路和内容如下： 首先，本文对基本的理论进行了回顾。市场的本质特征是竞争，而竞争的主体是处于其中的企业实体。企业为了生存和发展，都在竭尽全力的占领市场，获得更大的市场空间，以求能够赢得超越其他竞争对手的优势，进而使本企业获得超额利润赢得进一步的发展空间。随着时间的推移和管理科学研究的经一步深化，竞争的内涵和竞争的方式在不断的变化。企业之间的竞争要素不单单限于单个产品与资源控制之间的竞争，竞争的手段的多样化和复杂程度变的让人难以想象。利用现有资源，建立持久的竞争优势成为企业不断追求的目标。本文理论回顾部分主要对战略理论的三大流派：产业环境与竞争理论、战略资源理论和核心能力理论进行阐述，并将其作为本文主要的理论依据。 其次，论文的第三、四章对北重公司的外部环境和内部环境进行深入研究，确定北重公司所处的竞争地位，并结合公司的市场现状，对其价值链、资源与能力进行分析。企业是存在于整个社会当中的，而外部环境是企业很难加以改变的。因此，企业要想生存与发展必须有适应外部环境变化的能力。只有根据外部环境的变化，对自身的经营策略作出相应调整，企业才能在激烈的市场竞争中赢得优势。本文用一般来说，外部环境可以分为宏观环境和产业化境两大类。前者又包括：政治与法律、经济、文化、科学技术。而对后者一般用波特的五力模型进行分析。内部环境是指影响企业战略行为的各种内部结构性因素。企业战略就是一项对内部结构进行变革的方案；而企业与外部环境的适应性关系，也要经过改变内部结构才得以建立。因此企业内部环境分析是制定战略决策前不可或缺的基础性工作。 最后，只有在明确了北重公司的战略发展目标的前提下，才能正确的选择企业未来的竞争战略，进而提出相应的对策，为企业发展指明方向。本文在通过对北重公司所处的内、外部环境分析的基础之上，对北重公司的现状、价值链和资源能力进行研究，得出北重公司应以集中低成本战略作为未来几年的竞争战略，才能使企业在激烈的市场竞争中处于有利地位。通过对北重公司低成本价值链驱动因素的研究，得出企业价值链构建和提升对策；通过对北重公司拥有的资源与核心能力的探讨，得出了相应的提升对策，为北重公司的发展指明了方向。此外，北重公司还应大力加强对营销和研发队伍的建设，使其能够把握市场机会，尽快开发出适合市场需求的产品；加强企业内部的信息化建设，优化组织结构，使组织更具柔性；继续推行全面质量管理和6S管理，加强员工的质量意识，进一步提升产品质量。 本文的创新之处在于把具体的企业置于相应的战略理论之中，并运用成熟的理论工具对其进行分析，得出一些对北重公司有借鉴意义的结论。由于汽轮机行业对中国能源安全有重要影响，国家对国外公司直接对电厂项目投标进行严格限制。因此，本文没有考虑跨国公司对北重公司竞争战略的影响，具有一定的局限性。在进行价值链和战略资源与核心能力分析时，仅有定性分析，而没有定量分析。此外，本文得出了北重公司应选择以集中低成本为自己的竞争战略，但没有对战略实施和控制进行相应研究。 战略的本质在于适应，中国企业必须能够快速的适应外部环境的变化，这样才能使企业自身处于有利地位。本文研究成果不论是对北重公司本身，还是对中国的汽轮机行业均具有一定的借鉴意义。 关键词：竞争战略；汽轮机制造业；北重公司；价值链；核心能力
英文摘要：	Abstract Turbine manufacturing industry is one of the most important components of China's national economy, it related to China's energy security and the community's economic development，so the Party Central Committee has attached great importance to it shortly after the founding of New China。At present, it can research and development large generators independently, in the meantime, it has gone abroad to compete with the generator manufacturing enterprises which are world-class. Turbine manufacturing industry depends on electricity demand heavily, as the demand for power increases, it grows rapidly. On the contrary, if the power supply is sufficient, it will come to a halt. Due to the power plants needs huge investment and the construction cycle is very long, the project is often under the influence of national policy. Strong professional、huge investment and long-cycle are the characteristics of production and research of large steam turbine, all these factors combined add up to high entry barriers to this industry, which also formed the unique features which are different from other industries. With China's rapid development, the demand for electricity is higher and higher. Therefore, the domestic electricity market demands on the power generation equipment strongly. Foreign multinational companies also come into China by way of technical cooperation, with their strong technical advantages, they occupied the market quickly, especially In the area of ultra large turbo - generator unit, domestic enterprises have a certain distance.. This thesis take BeiZhong-- a specific enterprise of steam turbine in the industry as an example, and based on the theory of competition strategy, point out the problems the company faced and what the development strategies will be in the future. I obtained the research data and information by means of access to documents and face-to-face interviews, combined with my working experience in manufacturing of steam turbine and the application of relevant theory to study the BeiZhong company status. This thesis's main research tools are application analysis, interviews and literature law theory. A lot of accurate information and data are necessary in the writing process, and company data are essential. To make the paper more convincing, the author has been to the company five times for face-to-face interviews with related managers and gotten a large number of specific data and informative information. Furthermore, the thesis makes detailed analysis of the competitors' strengths and weaknesses by comparative analysis. And combined with Porter’s competitive strategy theory to analysis BeiZhong company's external and internal environment. In the end, it put forward the BeiZhong company's competitive strategy and its development strategy. Research and content of this thesis are as follows : First of all, the thesis reviews the basic theory. The essential feature of the market is competition, and competition is the main body of business entity. Enterprises are all struggling to capture the market and to obtain greater market space for survival and development. So they can gain the advantage over other competitors, and win the further development space for super profit. Management Science is gradually deepening with the passage of time, and similarly, the competition means and connotation are constantly changing. Elements of competition among enterprises are not just limited to a single product or the resource control, the diversity and complexity of competition means are becoming hard to imagine. Taking advantage of existing resources and establishing a lasting competitive advantage become enterpises’ perpetual goal. This thesis reviews three major schools of strategic theory, they are Industrial environment and competition theory, Strategic resources theory and core competence theory, the author takes them as the theoretical basis for this paper. Secondly, in the third and fourth chapter, the thesis makes a though study for BeiZhong company’s internal and external environment, it also conducts the analysis of the company’s value chain, resources and capacity based on the company’s market situation thereby it determines the company’s competitive position. Enterprises are existing in the whole society, while the external environment are difficult to change for enterprises. Therefore, if the enterprises don’t have the ability to adapt to external environment changes, they won’t survive or develop. Enterprises want to gain advantages in the fierce market competition, they must make corresponding adjustments according to the external environment. As a rule, External environment can be divided into macro - environmental and Industrial environment. The former includes : politics and legal, economic, cultural, science and technology, while the latter tends to analysis with the help of Porter's five forces model. Internal environment refers to the internal structure factors influencing the business strategy behavior, business strategy is a program to change the internal structure, the adaptation between enterprises and external environment are subject to the change of external structure. Analysis on enterprise’s internal environment is therefore an indispensable basic work before making strategic decisions. Finally, Strategic development objective is a prerequisite, with it, the BeiZhong company can correctly select Enterprise competition strategy in the future, then propose appropriate countermeasures for the enterprise development. In this thesis, the author conducts research on BeiZhong company’s present situation, value chain and resource capacity, based on the internal and external environmental analysis, and draws a conclusion that the BeiZhong company should be select focus and low-cost strategy as competitive strategy in the coming years ,which can place the company in a favorable position under the fierce market competition. The BeiZhong company proposed its value chain and upgrading countermeasures after researching on the low cost drivers of the value chain; it also come up with the corresponding improvement measures for the future direction after discussion on the company’s resources and core ability. In addition, the BeiZhong company should vigorously strengthen the construction of marketing and R&D team, enabling it to seize market opportunities, develop suitable market demand for the products as soon as possible ; it also should strengthen information construction of enterprises, optimize the organization structure, make the Organization more flexible; and continue to implement comprehensive quality management and 6S management, strengthen their quality awareness, further improve product quality. The innovation of this thesis is that the author placed the specific enterprises in a related strategic theory and analyzing it with matured theory tools. Then we can obtain some significant conclusions to Beizhong. As the steam turbine industry has an important impact on China's energy security, China limited foreign companies to bid the national power station project strictly .So there is certain limitations because the thesis excluded the impact of transnational corporations on Beizhong’s competition strategy, There is only qualitative analysis when analyzing value chain and strategic resources and core competencies. In addition, the thesis drew a conclusion that Beizhong company should choose focusing and low cost competitive strategy, but there is no related research about strategy implementation and controlling. The essence of the strategy is adaptation, Chinese enterprises must be able to adapt to the changing external environment quickly, so that the enterprises can occupy a good position. The Results of this thesis have a certain significance to both Beizhong and the turbine industry of China. Keywords： Competitive Strategy ；Turbine Manufacturing；Beizhong Company； Value Chain；Core Competence
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