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论文编号：	6231
作者编号：	2120112854
上传时间：	2014/6/6 9:46:50
中文题目：	北京现代汽车有限公司乘用车产品差异化战略的研究
英文题目：	Research on the Differentiation Strategy about Passenger Vehichles Product of Beijing-Hyundai Motor Company
指导老师：	牛建波
中文关键字：	北京现代;乘用车;差异化战略;战略资源;竞争优势
英文关键字：	Beijing Hyundai;Passenger Vehichles;Differentiation Strategy;Strategic Resources;Competitive Advantage
中文摘要：	进入21世纪以来，中国汽车产业进入了发展的黄金阶段，汽车产销量由2000年的不足200万辆激增至2013年的超过2000万辆，人民群众对汽车的依赖程度日益提升，汽车产业也成为了国家拉动内需、推动经济增长的主要支柱之一。尽管中国汽车市场尚未达到饱和程度，但由于自主品牌的快速增长、车企间竞争加剧、环保压力日趋增大等因素影响，国家在“十八大”后已经开始大刀阔斧地对汽车产业进行升级转型。北京现代汽车有限公司作为踏着“产业发展春风”成立起来的合资汽车生产制造企业，经历了汽车产业发展的黄金期，同时也受到了行业竞争、经济放缓等不利条件的冲击。企业面对国家的汽车产业调整机遇，如何应对面临的诸多挑战，增强企业的盈利、创新发展能力，有效扭转传统低成本战略的思维模式，成为北京现代在中国汽车“后现代”市场中赢得生存发展机会的重要课题。本文充分利用差异化战略等相关理论概念及工具模型，紧密依托北京现代汽车有限公司所处的竞争环境分析，通过提出企业实施差异化战略的可行性及相关对策，对北京现代实施差异化战略进行了系统化地研究。首先，本文对战略管理、竞争战略及迈克尔?波特的差异化战略相关理论进行系统阐述，并对实施差异化战略的基础、原则、意义进行了剖析；其次，简要介绍了北京现代汽车有限公司的基本情况，利用PEST、SWOT、五力、波士顿矩阵等工具模型对企业所处的一般环境、产业竞争环境、内部环境进行了分析，并针对内外环境分析情况，对企业实施差异化战略的可行性进行详细论证；最后，本文对北京现代实施差异化战略增强竞争优势，从产品线差异化、品牌差异化、技术差异化等方面的对策进行了研究探讨，对战略决策的实施提出了创新型意见。本文提出，北京现代汽车不应仅仅追求成本领先战略，应当积极适应产业环境带来的挑战，从消费者的真正需求出发，实施差异化战略。
英文摘要：	Since the 21st century, the Chinese auto industry has entered a golden period of development. Auto production and sales volume surge 10 times, from 2 million to 20 million in total; also the people’s dependence on automobiles is increasing. Therefore the auto industry has also become one of the main pillars of the national to stimulate domestic demand and promote economic growth. Although Chinese auto market has not yet reached saturation level, however, due to the domestic brands rapid growth, the competition between the auto companies augment, the environmental pressures gradually increasing and some other factors. After the 18th National Congress of the Communist Party of China, the Chinese government has begun to take drastic measures to upgrade the automotive industry restructure. Beijing-Hyundai Motor was as inspired by ‘Industrial Development Spring’ established in a joint venture auto manufacturing company, experiences a golden period of the development of auto industry but also impact by industry competition, the economic slowdown and other adverse conditions. Auto industry enterprises face of the country does adjust opportunities; also face of how to deal with the many challenges. To enhance profitability, enterprises ability of innovation and development, effectively reversing the mindset of traditional low-cost strategy, become an important subject for Beijing-Hyundai in the "Post-Modern" Chinese auto market to win the survival and development opportunities. This thesis by utilize the strategies, concepts and tools to model the theory of competitive strategy, differentiation strategy and so on. Closely based on the competitive environmental analysis of Beijing-Hyundai Motor by presenting the feasibility of implementing differentiated business strategy and related countermeasures, has been systematically studied about Beijing-Hyundai implementation of the differentiation strategy. First of all, in this thesis systematically expounded the theory of strategic management, competitive strategy and Michael Porter’s differentiation strategy, and also analyzed the basis, principles and meaning of implementation differentiation strategy. Secondly, through briefly introduced the basic situation about Beijing-Hyundai Motor use PEST, SWOT, the Five-Forces, Boston Matrix and other model tools to analysis the company general environment, industry competition environment and internal environment. And also base on the status of the analysis result, for the feasibility of company implementing differentiation strategy doing a detailed argumentation. At last but not least, in this thesis, Beijing-Hyundai implements the differentiation strategy to enhance the competitive advantage; discussion on research from the strategies of product-line differentiation, brand differentiation, technology and other aspects of differentiation. For implementation of the strategic decisions made innovative views.
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