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论文编号：	6154
作者编号：	2220110596
上传时间：	2014/6/4 8:10:37
中文题目：	DDMM公司环卫业务战略研究
英文题目：	Business Strategy Research of Environmental in DDMM
指导老师：	薛有志
中文关键字：	战略；环卫机械；价值链
英文关键字：	Strategy; Sanitation machinery; Value Chain
中文摘要：	经济全球化和信息技术的不断应用，使企业的竞争模式逐渐转向以企业创新力、企业综合制造能力以及资源获取和管理能力的整合竞争，通过规模经营提高企业自身的竞争能力，同时提高抵御被兼并风险的能力。自2000年以来，随着中国经济的高速发展，基础建设投入的持续加大，中国市场对环卫机械的需求不断增加，中国环卫机械行业发展迅猛。2011年3月发布的国民经济和社会发展第十二个五年规划纲要对转变经济结构和发展模式、推进城镇建设等政策，为国内环卫机械企业提供了快速发展的机遇，巨大的市场需求，吸引众多公司加大其市场的投入。大型跨行业公司的涉足加剧了中国环卫机械市场的激烈竞争，这些跨业巨头一方面通过投资建厂抢占市场，一方面通过提升行业参与度左右行业标准的形成。面对跨业巨头的威胁，通过战略转型提升企业自身抵御能力是老牌环卫机械企业面临的主要问题。 论文的研究对象DDMM公司是国内著名的专用车和特种车辆制造企业，也是较早研发和制造环卫机械厂商，但该公司地处西南地区，交通不便信息不畅，人力资源结构始终没有得到优化配置，采购体系始终没有取得相对竞争优势，虽然经过近十年的努力和奋斗，仍然处于环卫机械行业中相对落后的位置。但其其他主营产品市场容量以及客户满意度具有一定的相对行业优势。论文运用波士顿矩阵模型、竞争者价值链模型进行市场细分和市场环境分析，在市场数据方面主要采用了二次回归法和时间序列法来对已知数据进行处理，在战略落地过程中采用了战略地图配合平衡计分表的方式进行战略分解。对比了DDMM公司所处的外部环境及公司资源，提出了塑造“卓越产品、卓越服务”；“高效益、低成本”；“客户导向、合作共赢”的核心竞争力。以及“专注价值”、“专注产品”、“专注营销”、“专注区域”的战略选择。 论文共分八部分：第一章为绪论部分，提出了研究的背景、意义、方法和创新点、论文框架及相关的理论部分；第二、三章主要对DDMM公司所处的外部环境及公司内部情况进行分析，指出公司面临环卫机械市场快速发展机会，塑造公司核心竞争力的必要性。第四章指出战略方案设计的原则、目标、依据，并通过战略地图的梳理形成统一的5年战略规划。第五章是战略方案的实施与保障措施。第六章是是论文结论与展望。
英文摘要：	With continuous application of economic globalization and information technology, the competitive model is gradually shifted to integrated competition based on enterprise innovation, enterprise integrated manufacturing capabilities and resources and management capacity and competitiveness improved through scale of operations as well as ability to resist merger risks. Since 2000, with China's rapid economic development and infrastructure investment continued to increase, China's demand of sanitation machinery is keep increasing and China's machinery industry sanitation is rapid growth also. March 2011 release of the National Economic and Social Development Twelfth Five-Year Plan to change the structure and mode of economic development, and promote policies such as urban construction, environmental and sanitation machinery for domestic enterprises to provide opportunities for the rapid development of the huge market demand, attracting many companies to increase investment in its market. Large companies involved in cross-industry which intensified competition in sanitation machinery market in China.　These cross-industry giant to seize the market by investing in factories, on the other hand improve participation deeply for influenced industry standards by increasing the impact of industry. Faced with the threat　of　cross-industry　giant, enhance their own　resilience　through strategic　transformation of　the old　sanitation machinery　is the main problem　facing businesses. As study object，DDMM is a well-known special vehicles and special vehicles manufacturers, but also the earliest development and manufacture of sanitation machinery manufacturers. Since the　company is located in　the southwest region　and the　information poor　transport facilities, human resource structure　has not　been optimized　configuration,t　he procurement system　has not　achieveda relative　competitive advantage.　Even afternearly a decade ofhard work and struggle, sanitation machineryindustryis still in therelatively backwardposition. However,othermain productsmarket capacityand customer satisfactionrelative tothe industrystill hassomeadvantages.This thesis uses the Boston matrix model, competitor value chain model for market segmentation and analysis of market environment. In the main aspects related to the data using a quadratic regression and time series data to be processed known.In the process of implementation of the strategy combined with a balanced scorecard strategy map and table for strategic decomposition. Comparisonof the externalenvironment and theDDMM's resourceswhichis proposedto create "superior products, excellent service"; "high-efficiency, low-cost"; "customer-oriented, win-win cooperation," the core competitiveness.And"focused onvalue", "focused on the product", "focused marketing", "focusedarea"strategic choice. This thesis is divided intoeightparts: the firstchapter is theintroduction, include the background, consequence, methods ， innovationsas well asthe frame.and therelated theoretical part. Chapter II andIII analyzed according to the external environment and internal circumstances of DDMM which points out the necessity of shaping the company under the core competitiveness under the market in rapid growth opportunities sanitation machinery. The fourth chapterpoints outthe strategicprogram designprinciples, objectives, basis, and the formation ofa unifiedfive-yearstrategic plancombingthrough thestrategic map. Chapter V is the executive of strategic programs and implement safeguards. Chapter VI of thethesisis conclusionand prospect.
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