Abstract

In the context of China's rapid economic development GREE ELECTRIC

APPLIANCES, INC. OF ZHUHAI, which started from a small factory, has turned

into the world's leading air-conditioning manufacturer after enduring many years of

hardship. It has become the biggest air-conditioning enterprise in China since 1995

and the world's largest air conditioner manufacturer since 2005. Gernerally speaking,

the common Chinese air conditioner manufacturers can only expand the scales of

production in order to offset the sharp rise in costs due to the lack of core refrigeration

technology. However,the larger their scales of production are, the lower their profit

margins. Because the refrigeration and air-conditioning patents they need belong to

foreign refrigeration companies, the makings and sales of their product are subject to

foreign air-conditioning refrigeration giants. GREE's development way is unique and

different from other Chinese air-conditioning manufacturers'. From 2001 onwards,

GREE has invested heavily in R&D. After years of efforts, GREE invented its

patented core technologies, broke the monopoly of foreign companies in refrigeration

technology and seized opportunities to expand its business successfully. Although the

global economy and air-conditioning industry were in poor situation in 2012,GREE

once again climbed to a new peak and its operating revenue was more than RMB100

billion for the first time. Facing with the current complex economic situation and

fierce competition in the field, GREE should choose a new and right strategy to

realize the creation of another GREE in five years, which also lays a good foundation

for the vision of A Successful GREE in Hundreds of Years.

Firstly, the thesis uses PEST Analysis to analyze the macro-environment and

concludes that the macro-environment is favorable to the development of

air-conditioning industry after a brief introduction to GREE. Secondly,it uses Porter's

Five Forces Analysis to analyze the air-conditioning industry environment,

concluding that GREE is the leading air-conditioning manufacturer in this field.

Thirdly, after analysis of the internal environment in GREE, the author points out that

GREE's technologies, quality management, financial strategy and brand management

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are much better than other competitors. Fourthly, the paper uses SWOT Matrix to

make five strategic alternatives for GREE; Based on the optimism about China's

economy in the future and the Chinese government policy that is favorable to

energy-efficient and environment-friendly products, the paper draws a conclusion that

GREE should implement SO development strategy to achieve its long term goals.

Finally, in order to carry out the SO strategy successfully and smoothly, the paper also

suggests that the following five strategic arrangements should be put into operation,

as follows:

1. GREE's strategic institutional plan: to adhere to the existing shareholding

structure without wavering in the future, set up a risk management committee to

counter the risks it may face and make a succession planning to ensure a pipeline of

management talent for GREE's future.

2. to stick to the technology-driven principle and the policy of total quality

management unswervingly.

3. to increase export volume and quicken the pace of international investment.

4. to accelerate transformation of diversification on the basis of refrigeration

specialization.

5. to improve brand management and marketing channel, and to build good

relationships with local governments, state-run enterprises and state-owned

institutions.

Keywords: GREE Electric Appliances; strategic management; core technology;

working capital; shareholding structure

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目 录

第1章绪论 1

1.1论文的研究背景及意义
1

1.2家电行业的基木情况
2

1.3论文的内容和研究思路
3

第2章战略管理理论概述
:
5

2.1企业战略管理相关理论
5

2.1.1战略管理论发展的四个阶段
5

2.1.2战略管理理论综述
6

2.2企业战略制定的分析方法
8

2.2.1 PEST分析模型
8

2.2.2五力分析模型
9

2.2.3 SWOT 分析法(SWOT Analysis)
9

第3章格力电器的发展概况
11

3.1完美的空调装配厂阶段(1991年一2000年)
11

3.2-发展壮大阶段(2001年一2008年)
12

3.3从中国制造走向中国创造阶段(2009年-2013年)
14

第4章公司外部环境分析和评价
15

4.1格力电器公司外部宏观环境分析
15

4.1.1政治和法律环境分析
15

4.1.2经济因素
17

4.1.3社会文化因素
19

4.1.4技术因素
21

4.2行业竞争环境分析
22

4.2.1行业中现有竞争者之间的竞争分析
23

4.2.2潜在替代品的替代能力分析
32

4.2.3格力的供应商分析
32

4.2.4潜在竞争者的进入能力分析
34

4.2.5客户分析
35

摘要

在中国经济大发展的背景之下,从一家小厂起步,经过千辛万苦的打拼,珠

海格力电器有限股份公司成为了世界著名的空调生产企业。继1995年成为中国

产销量最大的空调器厂后,格力电器2005年成为世界最大的空调产销厂商。一

般而言,因为缺少核心技术,绝多大数的中国空调厂家只能通过不断扩大生产规

模来抵销经营成本的大幅上涨。但生产规模越大,它们的利润率却越低。因为技

术专利权属于国外制冷巨头,所以在生产和销售上中国空调企业受制于国外制冷

巨头。格力电器走出了一条与其它家电企业不一样的、独特的发展道路。从2001

年起,格力电器投入巨资进行技术研发。经过多年的努力,格力在核心技术上打

破国外企业的技术垄断,赢的了企业发展的先机。2012年格力电器在全球经济

环境和行业环境都不佳情况下,再次攀上新高峰,营业额首次超过RMB1,000亿。

面对当前复杂的经济形势和激烈行业竞争,公司只有选择正确的战略才能实现

“五年再造一个格力”的中期目标,同时也为“百年格力”的愿景打下良好的基础。

在介绍了格力电器的基木情况后,论文首先运用PEST模型分析了格力电器

的外部环境,得出外部宏观环境有利于空调行业发展结论;其次,运用波特五力

模型分析空调行业环境,认为格力电器在空调行业内处于领先地位;第三,分析

了格力电器的内部环境之后,指出格力电器在技术、质量、财务、品牌上优势比

较突出。第四,论文运用SWOT模型分析,给出了格力的战略备选项;基于对

中国经济未来发展的乐观判断和国家政策导向,论文认为格力电器应当实施SO

发展战略。最后论文还提出,SO战略顺利实施,应当满足以下的战略安排,即:

1.制度性战略安排:坚持现有股权结构不改变、设立风险管理委员会和遴选

接班团队。

2.坚持技术驱动、全面质量管理方针不动摇。

3.加大出口业务力度和国际投资的步伐。

4.加快以专业化基础的多元化战略转变。

5.加强品牌管理,改善渠道工作和搞好政府、企事业单位的关系。

关键词:格力电器;战略管理;核心技术;营运资木;股权结构

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4. 3格力电器外部环境总评
36

4.3.1格力电器关键外部因素评价矩阵
36

4.3.2当前企业外部环境评价的结论
38

第5章企业内部环境分析
40

5.1格力的盈利能力
40

5.2企业的基础设施 :
41

5.3全面质量管理
42

5.4格力的技术能力和产品
43

5.5格力的营运资本策略
46

5.6构造完整产业链,加强产融结合
48

5.7品牌价值分析
49

5.8格力电器的人力资源管理
50

5.9企业内部环境评价
53

5.9.1格力电器内部环境分析评价矩阵
53

5.9.2当前企业内部环境评价的结论
55

第6章格力电器的战略分析与选择
56

6.1 SWOT 分析

56

6.1.1 机会(Opportunities)
56

6.1.2 威胁(Threat)

56

6.1.3 优势(Strengths)
57

6.1.4 劣势(Weaknesses)
57

6.1.5格力电器的备选战略
57

6.2格力电器的战略选择
59

6.3格力电器的发展战略
60

6.4发展战略的实施要点
61

6.4.1家用空调
61

6.4.2.商用空调
61

6.4.3小家电产品
61

6.4.4企业创新
62

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6.4.5人力资源
62

6.4.6生产自动化
62

第7章格力电器战略优化
63

7.1所有制和组织结构的战略性安排
63

7.1.1坚持国资委相对控股格力电器的股权结构不改变
63

7.1.2设立风险管理委员会
67 :

7.1.3遴选合格接班管理团队
67

7.2追求核心技术的战略不能改变
67

7.3质量优先的底线不能动摇
69

7.4格力电器的国际化问题
69

7.7实行以制冷暖通专业化为基础的适度多元化战略
71

7.8强化格力品牌的战略
72

7.9优