【作者】 尹开贤；

【导师】 江积海；

【作者基本信息】 重庆大学 ， 工商管理， 2008， 硕士

【摘要】 光电产业是21世纪的主导产业,但同时也是一个高风险、高投入、高产出的国际化产业。光电产品要求有很高的安全性与可靠性,产品技术复杂,生产批量小,它要求企业有较高的创新能力、快速的市场响应能力、很强的质量控制能力。新产品开发周期长、投入大,但对推动我国的科技发展起着至关重要的作用。我国光电行业以中小企业为主,处于高速发展时期,竞争日趋激烈,因此,探讨重庆S公司的发展战略时不我待。本文在描述战略管理相关理论知识的基础上,借助五力模型等战略分析工具,对重庆S公司所处的外部环境分析,S公司面临国家经济持续增长、国家西部大开发、光电器件国产化等有利条件,同时也面临着竞争加剧、经济全球化对管理体制和方式改变等环境威胁,同时,分析了国内外光电企业技术水平的差距,以及S公司四大专业产品的市场状况;然后,本文应用价值链、核心竞争力等方法剖析S公司的内部条件,S公司具有信誉好、品牌知名度较高、公司资源较好等优势,但也存在研发与创新能力不足、设备老化等弱势;其后,本文应用SWOT矩阵等战略分析方法,制定重庆S公司未来五年应采取增长型的发展战略和成本领先的竞争战略,并提出重庆S公司到2012年收入达8亿的战略目标。最后,从建设一流人才队伍、创新管理平台、奋力开拓市场、加大科研开发力度等层面提出保证战略实施的职能战略。论文提出的发展战略以期能够进一步增强重庆S公司的竞争力,促进该公司的可持续发展和提高抗风险能力,适应国际化市场的要求。更多还原

【Abstract】 The optoelectonic industry is magisterial industry in 21 century, as well as an internationalization industry with high risk and high investment and also high output., which require the high safety and reliability of the products. The productions have characteristics of complicated technology and small batch and thus are in urgent demand of the higher innovation and quicker response towards market and stronger quality-control capacity. Though with longer period of time and larger investment for new products’ developing , it is still crucial to promote the development of technology in China. Nowadays small & medium-sized enterprises plays an important role in the optoelectonic industry, which is in high-speed development and faces fierce competition. Accordingly, the chance that we should discuss the developing strategies of Chongqing S Company will not wait.The paper summarizes the research theoretical basis of enterprise’s developing strategy by the analytic strategic methods , Five-power model for instance, to analyzes its exterior environments. At present, S company is confronting with new opportunities and challenges. There exist such advantages as:the consistent growth of China’s economy, the strategy of developing the West, and the domestic-oriented manufacture of optoelectonic component-devices in China , While there are also such threats as the fierce competition, the change of management style and methods caused by economic globalization. Moreover, the paper analyzes technology differences between domestic optoelectonic enterprises and foreign ones and market condition of S company’s four main products. And then, The paper apply methods of value-chain and core competencies to analyze its interior environment. The paper holds the view that the Company possesses such advantages as high market credit, well-established brand and the strong supports from its partners, as well as the disadvantages of lack in the ability of research and development and creativity, and outdated equipments and so on. Thereafter, by the usage of such analytic strategic methods as SWOT, the paper believes that the S Company should adopt increasingly developing strategy and cost-leading strategy in following five years, and put forward the strategic goal that Chongqing S Company should reach the annual income of 8 hundred million RMB at end of 2012. Finally, it works out the functional strategies to guarantee the implementation of the strategy via establishing a top-raking personnel team, creating innovation platform, exploiting new markets and promoting scale development of products and management motivated by science and technology.Developing strategy that the paper has advanced is in the hope of further boosting up S company’s competencies, promoting sustainable developing strategy and improving the resistance to risks to adapt to international market.更多还原