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论文编号：	7383
作者编号：	2120122974
上传时间：	2015/6/9 9:49:13
中文题目：	H公司竞争战略的制定与实施研究
英文题目：	The research of H Company Development and Implementation of Competitive Strategy
指导老师：	薛红志
中文关键字：	H公司，竞争战略，价值链，差异化竞争战略，战略实施
英文关键字：	H company; Competitive strategy; Value chain; Differentiation competitive strategy;Strategy implementation
中文摘要：	随着现代社会的经济发展，我国各行业企业之间的竞争也在逐渐加剧，企业竞争战略的制定和管理业己成为企业能否在激烈的市场环境中取得成功的关键。竞争战略是企业战略的组成部分之一，它对于企业起到指导和管理具体战略经营单位的计划和行动的作用。通常而言，企业战略它包括一个战略体系，包括：竞争战略、发展战略、技术开发战略、市场营销战略、信息化战略、人才战略及其它战略。而竞争战略被认为是企业战略的一个重要组成部分，是在企业总体战略的框架范围内，指导和管理着具体的战略经营分支的计划和行动。而竞争战略要处理的核心问题是，如何通过确定销售对象的需求、常见主要竞争对手的同类产品及本企业自己的产品这三方面间的关联，来确保本企业的产品和服务在市场上的特殊位置并且保持住这一地位。企业竞争战略的制定和实施有如下几个关键要素:首先，应该重视对宏观环境、产业环境、同业竞争对手等外部因素的分析和判断；第二，应该充分了解企业自身的特质，这也同时是战略制定的关键。这就要求企业对自身的情况有充分的认识，并以此作为战略制定的基础；第三，差异化是竞争战略的重点。需要衡量和评价企业自身的资源状况，来确立比较优势；最后，战略制定和战略实施同样重要。掌握了这几个关键要素，制定竞争战略才变得更加可行。面对当前如此激烈的生态环境，求生存和发展的企业，就应按照其自有的生产、经营和发展的条件，制定出每阶段匹配的竞争性战略，且进一步有效地实施其竞争战略规划，才能顺应市场竞争，取得一定发展，维持或提升市场地位，并超越竞争对手，从行业中脱颖而出。本文的研究对象是H公司，它是我国一家中型的房地产公司，目前其房地产业务仍处于飞速发展时期。通过调研数据的分析发现，H公司的业务依然处于一个较有吸引力的市场当中，如果在内部管理和外部发展上举措得当，还能有很大成长空间。但总体看，目前，由于房地产行业客户的住房观念和需求正在逐渐演变，房地产企业提供的产品不仅仅需要使客户获得生存空间，还需要更多考虑到客户的生活享受空间，以及其配套的相关服务。这些变化，使得那些没有及时调整战略和策略的房地产企业变得日益步履维艰；同时，同质化的做法也使同行间的竞争变得越发激烈，甚至陷入恶性循环。因此，作者在本文要解决的最主要问题，就是如何提升H公司的竞争优势，并为其制定竞争战略。本文主要通过相关研究，找出其优劣势，给出关于竞争战略制定方面的相关建议。文中第一部分的研究内容是绪论，主要阐述论文的研究背景、研究意义、研究内容、研究方法与框架等方面；第二部分介绍相关理论回顾，主要介绍了三种理论，战略与竞争战略、价值链与竞争优势以及战略选择，为后续研究奠定理论基础；第三部分介绍H公司的发展概况与环境，分别从H公司内、外部环境以及行业竞争环境来分析，将公司概况和宏观环境分析、公司经营现状和行业竞争环境分析等方面都进行分析，找到该公司存在的问题和原因；第四部分是H公司竞争战略的制定。其中，竞争战略定位主要从三方面阐述；第五部分是H公司竞争战略的实施与保障研究，通过H公司竞争战略的实施计划与进度控制来保障战略的顺利实施，并提出了保障战略顺利实施的策略建议；第六部分的研究内容是结论，主要总结全文并展望未来。目的是为了使得H公司能够高效地整合自身资源，充分发挥自身优势的同时，规避掉本身原有不足，夯实发展战略基础，从而走得更远，进一步提升自身核心竞争力。本文首先阐述了价值链与竞争优势、战略与竞争战略等理论，为研究奠定基础。然后，通过PEST分析法，对H公司竞争战略的宏观环境进行分析，在此基础上，作者也对H公司内部环境、行业环境等竞争态势分别进行了调研，并将其结果作了阐述，分析了H公司目前面临的机会与威胁。对H公司的基本能力、技术能力以及财务能力等有了更深的了解，方便运用内部要素对H公司的内部环境进行评价。作者分别从H公司内、外部环境以及行业竞争环境来分析企业拥有的优势和存在的劣势。同时，将公司概况和公司经营现状、宏观环境分析和行业竞争环境分析等方面都一一作了分析，找到该公司存在的问题和问题背后的原因。接下来，制定H公司的竞争战略，主要从公司战略定位和公司竞争战略方案选择等方面进行探讨。公司发展战略选择则主要分为公司战略定位、公司发展战略方案和公司战略评价与选择等。以这些研究为基础，H公司竞争战略的最终选择是在本地开发以差异化竞争战略为主，周边地区开发辅以目标聚集的战略方案。最后一部分里，作者对竞争战略的实施进行了规划，对其进度实施监督，并提出了保障战略顺利进行的对策建议，旨在提升综合管理水平。虽然作者努力查阅、认真调研，但是由于时间有限、能力有限，文章仍然有一定的不足之处。本文的不足之处是缺乏完整的房地产行业数据资料，也就缺少一定的定量分析，大部分都是以定性分析为主。特别是与全国大型房地产开发企业之间进行对比的有关数据信息。所以，本文的行业对比定量分析还不够到位，着重进行了一些定性分析，还有待提升。 关键词：H公司；竞争战略；竞争优势；价值链；差异化竞争战略；战略制定；战略实施；战略保障。
英文摘要：	In the economic development of modern society, our country industry competition between enterprises has also been gradually intensified, the enterprise competition strategy formulation and management has become the enterprise whether the key to success in the fierce market environment. Competitive strategy is one part of corporate strategy, it for enterprises play a guidance and management specific strategic business unit plans and actions. Generally speaking, it includes a strategic enterprise strategy system, including: competition strategy, development strategy, technology development strategy, marketing strategy, information strategy, talent strategy and other strategies. And competitive strategy is regarded as an important part of corporate strategy, is within the scope of the enterprise overall strategic framework, guidance and management specific strategic business branch plans and actions. And competition strategy to deal with the core of the problem is, how to sell object by identifying the requirements, common main competitors of similar products and the enterprise own products, the correlation between the three aspects to ensure that the enterprise products and services in the market of special position and hold a position. The enterprise competition strategy formulation and implementation has the following several key elements: first, should pay attention to the macro environment, industry environment, competition rivals such as external factors analysis and judgment; Second, should fully understand the characteristics of the enterprise itself, it also is the key to strategy formulation. This requires enterprises to have full understanding of the situation of itself, and as the basis of the strategy; Third, the differentiation is the key point of competitive strategy. Need to measure and evaluate the enterprise's own resources, to establish the comparative advantage; Finally, strategy formulation and strategy implementation are equally important. Mastered the several key elements, formulate a competitive strategy became more feasible. In the face of intense current ecological environment, strives for the survival and development of the enterprise, should be in accordance with its own production, management and the development conditions, to develop a matching the competitive strategy of each phase, and further effectively implement its competitive strategy planning, in order to adapt to market competition, achieve a certain development, maintain or improve market position, and transcend rivals, stand out from the industry. The research object of this paper is the H company, it is a medium-sized real estate companies in our country, at present the real estate business is still in the period of rapid development. Through the analysis of survey data found that H company's business is still in a more attractive market, if the steps in the development of the internal management and external properly, can have very big growth space. But overall look, at present, because the real estate industry the housing concepts and needs of customers are gradually evolved to the real estate enterprises to provide products not only need to make the customers get the living space, also need more considering the customers to enjoy the life space, and its related services. These changes, make those who don't adjust strategy and strategy of real estate enterprises are becoming increasingly struggling; At the same time, the homogeneity of practice also make members become more competitive, even into a vicious circle. Therefore, the author in this paper to solve the main problem, is how to achieve a competitive advantage in H company, and formulate competitive strategy. This paper mainly through the related research, find out their advantages and disadvantages, gives Suggestions about competitive strategy. In this paper, the first part of the research content is the introduction, mainly elaborated the paper research background, research significance, research contents, research methods and framework, and so on; The second part introduces relevant theories review, mainly introduced the three theories, strategy and competition strategy, value chain and competitive advantage and strategic choice, for follow-up study to lay the theoretical foundation; The third part introduces the development of H company and the environment, from H within the company, to analyze the external environment and industry competition environment, the company profile and the status quo of the macro environment analysis, the company's business and industry competition environment analysis and so on are analyzed, and find the existing problems and reasons; The fourth part is H company competition strategy. Among them, the competitive strategy mainly from three aspects elaborated; The fifth part is the implementation of the strategy of competition and guarantee H company research, through the H company competitive strategy implementation plan and schedule control to ensure the smooth operation of the strategic implementation, and ensure the smooth implementation of the strategic policy Suggestions are put forward. The sixth part of the research content is the conclusion, mainly summarizes the full text and looking to the future. The purpose is to make H company can efficiently integrate their resources, give full play to their own advantages at the same time, avoid off itself, the original is not enough, laying solid foundation development strategy, to go further and further to improve its core competitiveness. This article first expounds the value chain and competitive advantage, strategy and competition strategy theory, lay the foundation for research. Then, through the PEST analysis, analysis of the macro environment of H company competitive strategy, on this basis, the author also for H company internal environment, industry environment, competition situation has carried on the investigation and research, respectively, and results in this paper, it analyzes the H company is facing opportunities and threats. Of H company's basic ability, technical skills and financial ability to have a deeper understanding, convenient to use the internal elements of H company's internal environment evaluation. The author respectively from H company internal and external environment and industry competition environment to analyze enterprises have the advantage and disadvantage. At the same time, the company profile and company management present situation, the macro environment and industry competition environment analysis, etc, are analyzed one by one, find the existing problems and the reasons behind the problem. Next, H company's competitive strategy, mainly from the company strategic positioning and competitive strategy choice and so on were discussed. Company development strategy choice is mainly divided into the company strategic positioning, development strategy and corporate strategy evaluation and selection, etc. On the basis of these studies, On the basis of these studies, the final choice to H company competitive strategy is a differentiation competitive strategy on local development projects, And auxiliary by target aggregation strategy in the surrounding region. In the last part, the author has carried on the planning to the implementation of the strategy of competition, supervision and with its progress, and safeguarding the smooth progress of the strategic countermeasure Suggestions are put forward, the purpose is to improve comprehensive management level. Although the author tried to consult, serious research, but because the time is limited, ability is limited, the article still has certain deficiencies. The deficiency of this article is the complete lack of real estate industry, and data is lack of quantitative analysis, most are mainly qualitative analysis. Especially lack of and comparison between the national large-scale real estate development enterprise data information. So, this paper industry comparative quantitative analysis is not enough in place, just make some qualitative analysis emphatically, has yet to be promoted. Key words: H company; Competitive strategy; Competitive advantage; Value chain; Differentiation competitive strategy; Strategy formulation; Strategy implementation; Strategic safeguard.
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