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论文编号：	5919
作者编号：	2120112847
上传时间：	2013/12/6 15:00:36
中文题目：	日立电梯（中国）有限公司组织架构优化研究
英文题目：	Hitachi Elevator (China) co. Ltd organization structure optimization research
指导老师：	杨斌
中文关键字：	组织架构；战略；事业部制；核心竞争力
英文关键字：	Organizational Structure;Strategy;Multidivisional Structure; Core Competence
中文摘要：	随着我国经济的持续发展，城市化进程的加剧，受益于城市建设和房地产开发的电梯行业，每年以复合增长率20%的速度发展，市场前景广阔。虽然电梯市场的快速增长提供了广阔的市场空间，但是中国电梯行业的竞争也可谓激烈。为了抢占市场份额，各大厂商分别在产品研发、技术改进、成本降低、售后服务的差异化等方面展开竞争，全面塑造品牌形象。针对市场需求的变化，批量化的生产已经不能应对市场，客户的个性化需求越来越多，这些都对厂家提出了新的要求，谁能快速对市场做出反应，谁就能夺得先机。日立电梯的定位一向是主打高端房地产市场，和中国排名前十的房地产开发商中的七位都建立了战略合作关系。其在行业内首创的大客户、大项目管理模式也促进了和知名房地产开发企业的合作，提升了日立电梯产品的品牌形象。根据公司战略规划目标，在2015年成为“中国第一的电梯企业”，即市场占有率第一、品牌影响力第一、用户满意度第一，就需要全面在产品和服务的质和量上优于对手，“质”除了指质量，还指对客户和市场需求的满足程度以及是否走在客户和市场需求的前面，更具人性化、更加绿色环保。要实现战略目标，需要全面建设四个核心能力，即：市场营销能力、研发设计能力、制造安装能力、售后服务能力。但是在今天的经济形势下，电梯市场的需求并非完全由房地产上所主导，政府公共设施采购和保障房市场占据了越来越多的市场份额，而且最终使用者对电梯的要求也更加趋向于环保和人性化。因此，日立电梯要在市场上做到占有率第一，势必丰富产品线，以应对低端市场的需求和对电梯人性化和环保的要求。而应对这两种市场需求的产品，对于日立电梯来说是全新的。日立电梯具有行业内首屈一指的制造网络和营销售后网络，确保了它的产能第一和在房地产市场的市场占有率，但是日立现有的产品线显然不能应对保障房市场，否则对现有客户的品牌价值也会造成伤害。丰富产品线应对低端市场，提高日立电梯在低端市场的占有率对于实现“中国第一”的战略目标有着重要意义。基于电梯存量的售后维保业务除了是实现“中国第一的电梯企业”战略目标的重要因素，也是企业利润的重要来源，市场上日立电梯的保有量也是品牌影响力的一个重要评价因素。但是日立电梯品牌进入市场是在1996年，比奥的斯、日本三菱进入中国市场的时间晚了超过10年，因此也缺少了相应的经验积累，市场上在用电梯的数量也大大少于奥的斯和上海三菱。除了扩大销售，以缩小电梯存量的差距，通过日立售后服务的差异化和提高服务水平，也可使客户提高对日立电梯的认可程度和满意程度，以平衡日立电梯市场存量不足对品牌影响力的作用。因此提高售后服务能力对公司实现战略目标的意义也非常重大。本文通过环境——战略——组织架构的匹配模型，对现有日立电梯的组织架构模型进行了分析，针对不适于实现战略目标的架构方面提出了优化思路和调整方案。通过对现有组织架构的调整，使战略资源的得到有效配置，突破现有研发方面的局限和安装售后能力的瓶颈，并使总分机构之间保持战略协同，增强组织能力，按规划实现战略目标。
英文摘要：	With the sustainable development of China's economy, urbanization intensifies, the elevator industry benefit fromurban construction and real estate development , it have made an annual compound growth rate of 20% of the speed, the market prospect is broad. Despite the rapid growth of the elevator market has provided a broad market space, but China’s elevator industry competition can be described as intense. In order to seize market share, respectively, the major manufacturers in product development, technology improvement, cost reduction, service differentiation and other aspects of competition, a comprehensive brand image. For changes in market demand, mass production has been unable to respond to the market, customers demand more and more personalized, which are the manufacturers put forward new demands, who can quickly respond to the market, who will win. Hitachi Elevator positioning has always been a flagship high-end real estate market, and in China’s top ten real estate developers, seven of them have established a strategic partnership with Hitachi Elevator, and it created key accounts management and large project management in the industry fist, what promoted the enterprises cooperation with well-known real estate, enhance the brand image of Hitachi Elevator Products.According to the company strategic planning objectives, till 2015, Hitachi Elevator must be to become "China's first elevator company ", that is, the brand market share first, brand impact first, customer satisfaction first , we need a comprehensive products and services in terms of quality and quantity are more excellent than opponent, "quality" means in addition to the quality , but also refers to the customer and market demand satisfaction and whether walking in front of the customer and market demand , more humane, more green .To achieve this strategic objective, comprehensive construction of four core competencies, that is: marketing capabilities, R & D capabilities, manufacture and installation capabilities, service capabilities. But in today's economic situation, the elevator market demand is not entirely dominated by the real estate, government procurement of public facilities andlow-cost housing market occupied more and more market share, and end-user requirements for elevators tend to be more environmentally friendly and humane.Therefore, Hitachi Elevator want to gain the market share, is bound to enrich the product line in response to meet the market demand.Enhance R&D’s capability of independent innovation is very important. Hitachi Elevator has the industry's leading network of manufacturing, marketing sales and service, that ensure its production capacity first and market share in the real estate market, but Hitachi's existing product lines obviously cannot deal with the low-cost housing market and government procurement, or to existing customers brand value can also cause damage. Respond to the low-end market, must extensive product line, Hitachi Elevator improve market share at the low end for the realization of "China's first" strategic objective has great significance. Maintenance business based on the stock market is not only the important part of the strategy, but also the important source of profit. Of course, the maintenance market holding of Hitachi Elevator is an important evaluation factor of brand influence. But Hitachi Elevator enter the Chinese market in 1996, Otis, Mitsubishi enter the Chinese market more than 10 years earlier. Hitachi elevators lack the appropriate experience, the using elevator on the market at much less than the number of Otis and Shanghai Mitsubishi.In addition to expanding sales,through Hitachi service differentiation and improve service levels, improve customers’ recognition and satisfaction to Hitachi brand, thereby enhance the brand influence. It is very important to achieve strategic objectives of Hitachi elevator. In this paper, through the model of environment - Strategy - Organizational Structure,author analyze the characteristics and applicable conditions of Hitachi Elevator company’s existing organization structure, put forward the direction of organization structure adjustment, for the company’s organization change has reference.
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