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论文编号：	444
作者编号：	2120052304
上传时间：	2008/6/13 13:04:14
中文题目：	摩托罗拉手机业务战略转型研究
英文题目：	On Strategy Transformation of
指导老师：	武立东
中文关键字：	战略转型;竞争战略;摩托罗拉
英文关键字：	Strategy transformation;Compet
中文摘要：	作为世界最大的手机生产厂商之一，摩托罗拉公司一直以其骄人的业绩为业界所关注。自1928年创立以来，摩托罗拉公司几乎获得了一家科技型公司所能得到的所有荣誉。然而，辉煌的历史并不能保证未来的道路一帆风顺，进入2007年以来，摩托罗拉公司的手机业务开始出现巨额亏损，同时市场份额迅速下降，不仅与老对手诺基亚的差距进一步扩大，其全球第二大手机制造商的位置也被韩国三星电子公司所取代。 对比昔日的辉煌与今朝的没落，人们不禁要问，摩托罗拉到底怎么了？本文的目的就是要研究摩托罗拉公司手机业务下滑的原因，并探讨使其走出困境的办法。 本文首先对公司战略管理的概念，以及公司战略管理理论的发展历程进行了回顾，并重点回顾了关于公司战略转型的相关理论知识。在此理论指导下，以中国手机市场为背景，从竞争战略的视角对摩托罗拉的手机业务进行了研究，指出了其现有战略存在的主要问题。文章综合运用了PEST、波特五种力量竞争模型等工具，通过对国家宏观经济政策及手机产业政策的分析，指出了外部环境变化为摩托罗拉带来的机遇和威胁，以及对摩托罗拉现有战略造成的挑战，论述了摩托罗拉进行战略转型的必要性，并根据摩托罗拉目前所处的宏观环境和产业环境的发展特点，结合摩托罗拉的实际情况，制定了摩托罗拉进行战略转型的方向，即摩托罗拉手机业务应该由低成本战略向差异化战略转型，并且给出了实施战略转型的策略。文章最后对摩托罗拉进行战略转型所能获得的组织保障进行了分析。
英文摘要：	Being one of the biggest mobile phone manufacturers in the world, Motorola has been taking great pride in her excellent performance and thus becomes the focus of this field. Motorola has won almost all the honors that a technology-oriented company can have since the foundation in 1928. However, the brilliant history may not necessarily mean the promising future. She began to suffer great loss in mobile phone business in 2007 and the market share has been dropping sharply, which widens the gap with her old competitor Nokia and makes her lose the important place of the second biggest mobile phone manufacturer to Samsung of Korea. Comparing the brilliant past and the declining present, we may wonder what happens to Motorola. This thesis aims to analyze the reasons why Motorola suffers great loss in mobile phone business and explore the way out. This thesis first introduces the notion of corporation strategy management and looks back on the development of corporation strategy management theory, which focuses on the relevant theory of corporation strategy transformation. With the guidance of this theory, this thesis makes an analysis of Motorola’s mobile phone business from the perspective of competition strategy and points out her present strategy problems. Then this thesis indicates her opportunities and threat caused by the external environment, such as our macro economy policy and mobile phone industry policy, as well as the challenge to her present strategy by means of PEST, Porter Five Force Competition Model and other tools. This thesis further elaborates on the necessity and viability of strategy transformation of Motorola’s mobile phone business. This thesis finally offers a definite direction for Motorola’s strategy transformation and specific strategies, that is, the transformation from low cost to variety. At last, this thesis makes an analysis of what internal resources can be got to sustain the performance of strategy transformation.
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