中国机床市场是世界第一大机床市场,外国企业在本国市场不景气的

情况下,纷纷来华参与中国机床市场竞争。在上下游企业不景气和激烈

竞争的共同作用下,s机床股份有限公司的业绩也出现了大幅下滑。在国

外强敌和国内竞争对手的双重冲击下,利润空间受到挤压,规模增长停

滞不前,遭遇到了空前的发展危机。

传统竞争方式巳经无法改变目前的竞争格局,S机床股份有限公司必

须以战略的视角寻找发展路径,重塑自身竞争优势。本文旨在借助战略

管理理论,研究s机床股份有限公司发展战略。

本文首先从战略管理理论入手,以s机床股份有限公司的内外部环境

分析为出发点展开论文的写作。在外部环境分析方面,利用PEST模型进

行总体环境分析,利用信息搜集和访谈的方式进行行业环境分析,利用

波特五力模型开展竞争环境分析,确定外部环境所蕴含的机遇和威胁,

并借助外部因素评价矩阵(EFE)对外部环境进行综合评价。在内部环境

分析方面,从资源和能力两个方面分析企业的内部环境,确定内部环境

蕴含的优势和劣势,并借助内部因素评价矩阵(IFE)对内部环境进行综

合评价。

在内外部环境分析的基础上,再利用内部外部矩阵(IE)和态势分析

法(SWOT)等分析模型确定备选战略方案,然后再通过定量战略计划矩

阵(QSPM)模型对备选战咯进行评价和选择,并结合企业使命、愿景和

发展目标确定发展战略和竞争战略。最后,提出战略的主要实施措施建

议。

关键词:发展战略;SWOT分析;战略方案;战略措施

东北大学硕士学位论文
Abstract

A Study on Development Strategy of

S Machine Tool Co., Ltd

Abstract

The largest machine tool market in the world comes from China. Many

foreign enterprises come to Chinese machine tool market, as their domestic

market encountered supply decline.

On the combined effect of the recession and fierce competition, the

performances of S Machine Tool Co., Ltd have also fallen dramatically. The scale

of growth stagnant encountered unprecedented crisis, based on the impact of the

foreign and domestic competitors' profit margins are squeezed.

The traditional competitive model has been unable to change the current

competitive landscape. S Machine Tool Co., Ltd has to look for the ways of

development from a strategic perspective, so that it can reshape their own

competitive advantage.

Beginning with the strategic management theory, it takes use of S machine

Tool Co., Ltd's the internal and external environment to expand the paper

writing. In the external environment analysis, the PEST model is used to analyze

the overall environment factor, gathering information and interviewing to

analyze the industry environment. Porter's five forces model is also used to

analyze the competitive environment, combining the use of EFE model to do the

compressive analysis in external environment. In the internal environment

analysis, the resource and capability are the two main aspects, which are used in

the analysis of the internal environment, and the advantage and disadvantage

from the internal environment are indentified, in the meantime, compressive

analysis is given to the internal environment by the IFE.

Based on the foundation of internal and external environment analysis,

the substitution program is made by the using of IE and SWOT model, and further

valuation and choice are made to substitution program under the QSPM model,

then combing the enterprise goal to make the Strategic program. Finally, put

forward the main strategic measures and suggestions.

Key words: Development strategy; SWOT; Strategic program; Strategic measures