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论文编号：	8653
作者编号：	2120142904
上传时间：	2016/12/6 17:07:27
中文题目：	GW公司电动汽车车联网业务竞争战略研究
英文题目：	Research on the Competitive Strategy of GW Corporation on the business of Electric Vehicles internet
指导老师：	柳茂平
中文关键字：	GW公司，车联网，竞争战略，价值链模型，战略资源与核心能力
英文关键字：	GW Company, Vehicles Internet, Competitive strategy, Value chain model, Strategic resources, Core competence
中文摘要：	GW公司是一家以建设运营电网为核心业务的特大型国有企业。随着近年来政府对电动汽车产业的推广，GW公司自2006年初已经开始电动汽车的基础设施建设，目前基本形成覆盖公司经营区域的智能充换电服务网络。随着硬件资源的不断完善，建立配套的软件系统，为电动汽车用户提供以充换电服务为基础的多元化服务也变得尤为关键。如何与国内涌现出的以“互联网+”为核心，形成自主商业模式的多家互联网企业进行竞争，是GW公司面临的一系列新的挑战。 本文以竞争战略理论、价值链模型以及战略资源和核心能力理论为基础，采用迈克尔波特提出的五力模型，结合SWOT工具对企业的优势、劣势、潜在的机会和受到的威胁进行深入剖析。在此基础上GW公司根据自身情况从低成本与差异化、集中化与广泛化战略中选择合适的竞争战略突出战略优势。再通过构建价值链，并对其中各价值活动进行驱动因素分析，进而分析现有的资源与能力，找出战略资源与核心能力，突出公司竞争优势，使GW公司能够在电动汽车车联网这一业务领域中获得持续利润。 本文通过以上分析，得出适合GW公司的竞争战略是广泛差异化战略，并能够构建难以模仿的价值链。公司应对企业的各种能力进行识别，并有效提升，建立自己的核心能力，从而能够扩大差别化程度，在市场中获得多个细分市场。使企业持续创造更高的价值，提高利润率，保持企业的竞争优势。图5幅，表9个，参考文献31篇。
英文摘要：	GW Company is a large-scale state-owned enterprise with the major business on building and operating the power grid. In the last few years, as the government stepping up the development of electric vehicles and moving it towards the direction of industrialization step by step. GW has been launching the electric vehicle infrastructure since early 2006. Nowadays, the intelligent charging service network covering the company’s operating has been basically completed. With the continuous improvement of hardware resources, the establishment of supporting software systems with diversified charging services for electric vehicle users has become particularly critical. How to compete with enterprises, who a number of Internet companies with independent business model, having “Internet+” as core, is becoming a new challenge of the company. Base on the value chain model, competitive strategy theory, strategy resource and core capability, Michael Porter’s Five Forces Model is being used to provide deep analysis for the enterprise. And the SWOT mode is adopted to conclude the strengths, weaknesses, potential opportunities and threaten of organization. Furtherly, GW Company adopts the appropriate competition strategy from low-cost and differentiated, centralized and broad strategy to highlight strategic advantages. And then through the value chain activities of the value of the driving factors of the analysis to build the value chain, and then analyze the existing resources and capabilities to identify strategic resources and core competencies, highlighting the company competitive advantage, so that GW company can get sustained profits in the area of electric car network. From the above analysis we concluded that the GW Company should adopt the wide differentiation as its competitive strategy and create the uncopiable value chain. To achieve that, the company should identify its various abilities and apply regular enhancement in order to build its core competencies, enlarge the differentiation and create multiple segments in the market. The company would be able to continuously create more value, improve profitability and maintain its competitive advantage.
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