自2008世界金融危机爆发后,发达的西方国家经济陷入空前的低迷,跨国企业为
寻求发展都将企业发展重任压向了仍具有增长潜力的亚洲市场,特别是中国市场,
因此争夺在中国市场份额的竞争也越来越激烈,作为全球信息产业领袖的M公司
也面临的诸多挑战,特别是在硬件服务器产品领域竞争更为直接与白热化,对于
如何保障已有的市场份及实现稳步的增长,且不断为客户提供优质服务,恪守公
司核心价值观:成就客户,创新为要,诚信负责,M公司不断在进行深入分析、研
究与设计以适应中国市场发展的竞争战略。
M公司面临的外部机会有:中国企业IT有着庞大的可持续发展需求,本土企
业幵始重视对n,逐渐意识到n能给企业带来的经济效益,从认为rr部是公司
的消耗部门转为与销售同样重要的效益生产部门,再有企业对专业服务及产品高
质量高稳定性的追求,及因不可抗力造成的灾难性信息损坏后的灾备中心需求。
但同时m公司面临的威胁主要有:行业竞争激烈,金融危机致使企业紧控预算,
延长采购周期,对国产品牌的保护与支持,以低价作为首选的采购指标等。
m公司的内部优势有:百年的发展历史,硕果累累的成功案例,高瞻远瞩的思
想、领先的创新技术、深刻的商业理解和优质诚信的服务,无缝的矩阵管理组织
架构,时时的全球资源共享,强大的技术支持与销售团队,全面有效的代理商管
理与经营体系。而M公司在中国市的内部的劣势在于高端产品需要进口,供应周
期氏,价格不具绝对竞争优势,产品过保维护费用高,公司内部流程复杂等。
本论文结合M公司的真实情况,基于对M公司所处的外部环境和企业的内部
环境进行综合系统的透彻分析,尤其着重分析了目前IT服务器行业在中国市场的
现状与趋势以及M公司在中国市场环境中所要面对的一系列问题,注重理论与实
践相结合,从而为M公司确定出不仅具有可实施性,而且可以顺应M公司健康成
长的竞争战略,从而保障M公司的公司使命、公司愿景和竞争目标的实现,达到M
公司的永久性发展。另外,由于M公司在服务器极具代表性,M公司的竞争战略研
究,对服务器行业的其它公司和其它相关联的公司战略管理可以提供一个可参考
的范本,具有一定的借鉴意义。
关键词:M公司;硬件产品;中国市场;竞争战略;差异化战略
Abstract
As one of the world famous top five new technologies IT enterprises headquartered
in the United States, M company&39;s business is a collection of R &D,production and
sales. The enterprise in the implementation of business, science, and social
transformation play a leadership role, developing leading information technology,
shaping the way of modern enterprise management, and promoting progress in the
world. M&39;s role in the development of its China tour dates back to 1979. With
forward-looking ideas, innovative technology, deep understanding of business and the
integrity of their service actively support the Chinese people from all walks of life to
grow faster. M in China has set up 31 branches, have business penetration to 350 cities.
M,company has set up 10 joint ventures and a wholly owned company, in the fields of
hardware manufacturing,software development, information and consulting services
and rental and leasing business areas with services. Since 2008,after the outbreak of the
global financial crisis, the developed western countries economies went into an
unprecedented downturn. Multinational enterprises thus came under pressure to seek
enterprise development and potential for growth in the Asian markets, especially the
Chinese market where competition for market share is becoming more intense. As the
global information industry leader, M company also faces many challenges,especially
in the field of hardware server products where competition is fiercer. On how to
guarantee an existing market share to achieve steady growth, and continue to provide
quality services,while abiding to the company&39;s core values: (client for success,
creativity, integrity,responsibility), M company has to constantly maintain thorough
research, analysis, design and adapt to the development of the Chinese market
competition strategy.
M companies face external opportunity: Chinese enterprises IT has huge
sustainable development needs. Local enterprises began to pay much attention to IT,
and gradually realized that IT brings economic benefits to enterprises and the old
thinking that IT department is a company&39;s cost consuming departments changed to
acceptance that IT is equally important and benefits the production and other
departments. Today&39;s enterprise understand the importance to have a professional IT
service to support product quality and stability, and avoid events of force majeure that
can cause catastrophic damage. But at the same time the main threats for M company
are: industry competition is intense, the enterprise tight financial control budget in
time of crisis, prolong the purchasing cycle, support for brand protection domestically is
weak, lower pricing is the preferred procurement index,etc.
M company&39;s internal advantages are: one hundred year history of development,
benefit from the fruits of a successfiil cases, the foresight of showing great thoughts,
leading innovative technology, deep commercial understanding and high-quality service,
seamless matrix management organizational structure,sharing resources globally,
strong technical support and sales teams, overall effective agent management and
operation system. In China M company, internal disadvantage lies in the high-end
products that needs to be imported, supply cycle is long, pricing has no absolute
competitive advantage, the product&39;s maintenance cost is high,a complicated internal
process, etc.
This paper based on actual circumstances of M company&39;s external and internal
environment and a thorough analysis of the enterprise comprehensive system focus
especially on the analysis of the current IT server industry in the Chinese market. The
paper addresses the present situation and development trend of M company in the
market environment of China where M company will face a series of problems. The
paper pay attention to combining theory with practice, as to determine that M not only
can implement but can also conform to the healthy growth of M,s competitive strategy
to guarantee the realization of M company^ vision, mission and competitive goal to
achieve the company&39;s objectives. In addition, the paper also address M company&39;s
competitive strategy research, of the server industry of other companies and other
related companies strategic management
and have certain reference significance.
Keywords: M company; Hardware
strategy; Differentiation strategy
systems that can provide a reference model,
products; The Chinese market; Competitive
第1章绪论
1.1研究背景和研究意义
1.1.1研究背景
当代科学的日新月异,世界的经济持续发展,历经一个世纪发展的M公司自
始自终以尖端的技术,独特的产品和优秀的管理领导着世界整个信息产业的不断
发展,使得全世界的行业用户对信息科技的全面要求得到满足。然而2007-2009
年再次爆发的世界金融危机,也给M公司提出了严峻的战略发展问题。宏观上来
看,中国作为M公司重要的战略市场,如何应对金融危机带来的负面影响,顺应
国际市场需求的变化,对全球资源的整合与重新分配,及新兴市场的抢先占有。
微观上来看,中国的服务器市场除了国际几大品牌外,还有不断推广的国产品牌,
以及政府在政策方面的倾斜,国内服务器品牌的市场占有率也在不断加大。各品
牌的市场注意力也从以前的一线和部分二线城市,到目前的市场成熟和饱和,而
转移至对二三线城市的布局。
将客户价值实现视为核心价值之一的M公司正在与它的客户开发新的业务设
计和技术架构,引导他们的企业在所需要的弹性新格局中竞争,帮助客户的业务也
调整其足迹向新兴的地理区域、两位数的增长,提供他们需要技术基础设施,和利
用人才资源他们提供更好
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