摘要.............................................................IV
SUMMARY.............................................................V
1 绪论 ..............................................................1
1.1 研究背景与意义 ................................................1
1.1.1 研究背景...................................................1
1.1.2 研究意义...................................................2
1.2 国内外研究现状 ................................................3
1.2.1 国外研究现状...............................................3
1.2.2 国内研究现状...............................................4
1.3 研究方法 ......................................................5
2 理论基础与方法 ....................................................6
2.1 企业战略管理和竞争战略的论述 ..................................6
2.2 企业战略管理的层次结构 ........................................6
2.2.1 总体战略 ..................................................6
2.2.2 经营战略 ..................................................7
2.2.3 职能战略 ..................................................7
2.3 竞争战略的分析方法和工具 ......................................7
2.3.1 PEST 分析法................................................7
2.3.2 波特五力模型 ..............................................8
2.3.3 SWOT 分析..................................................8
3 DGTK 电梯公司现状 .................................................9
3.1 公司基本介绍 ..................................................9
3.2 市场占有率及销售情况 .........................................10
4 DGTK 电梯公司发展分析 ............................................12
4.1 宏观环境分析 .................................................12DGTK 电梯公司发展战略研究
II
4.1.1 政治环境 .................................................12
4.1.2 经济环境..................................................12
4.1.3 社会环境..................................................13
4.1.4 科技环境..................................................13
4.2 中国电梯行业环境分析 .........................................14
4.3 电梯行业波特五力模型分析 .....................................16
4.3.1 新入者 ...................................................16
4.3.2 供方议价能力 .............................................17
4.3.3 买方议价能力.............................................................................................................17
4.3.4 替代品 ...................................................17
4.3.5 现竞争对手 ...............................................17
4.4 内部资源与能力分析 ...........................................20
4.4.1 财务资金 .................................................20
4.4.2 技术能力 .................................................21
4.4.3 人才管理 .................................................21
4.4.4 企业管理 .................................................21
4.4.5 企业文化..................................................22
4.5 DGTK 电梯公司 SWOT 分析 .......................................23
4.5.1 优势分析 .................................................23
4.5.2 劣势分析..................................................24
4.5.3 机会分析..................................................26
4.5.4 威胁分析..................................................26
5 DGTK 电梯公司战略定位与选择 ......................................29
5.1 DGTK 使命与愿景 ..............................................29
5.2 战略目标与分析 ...............................................29
5.3 主要战略选择 .................................................30
5.3.1 公司层战略选择............................................30
5.3.2 业务层战略选择............................................31
6 DGTK 电梯公司战略实施策略分析 ....................................32贵州大学工商管理硕士学位论文
III
6.1 加强技术创新，提高产品市场竞争力 .............................32
6.2 注重人才建设，保证企业持续创新 ...............................33
6.3 完善企业管理，依靠管理提升出效益 .............................34
6.4 控制资金风险，规避行业周期变化 ...............................36
6.5 关注企业文化，促进不同文化间的融合 ...........................37
结 论.............................................................40
致 谢.............................................................41
主要参考文献.......................................................42
原 创 性 声 明.....................................................44DGTK 电梯公司发展战略研究
IV
摘要
经济全球化趋势下，我国电梯行业发展面临巨大挑战，国内外电梯公司对中
国市场造成诸多冲击。如何在现有市场环境树立品牌特色、创造丰厚收益、实现
战略转型，必须依赖于市场发展战略革新与执行。随着外资品牌对中国市场的开
发与运营，合资品牌电梯产品逐渐受到了行业的青睐，合资品牌在国内市场取得
的先进成就，也能够为集团公司发展与改革提供指导方向，如何应对市场机遇与
挑战，这是每一家电梯公司必须深入思考的问题。
本课题首先针对课题的背景和意义阐述，以战略管理理论为基础，从 DGTK
公司的基本情况和市场占有率等具体情况出发，通过 PEST 模型从政治、经济、
社会和科学的角度出发，结合中国电梯行业发展的现状，通过五力模型对 DGTK
进行深入分析。由于电梯行业的特殊性，我们看到五力模型中新入者门槛高，买
方和卖方议价能力强，暂时无替代产品。加之颇具实力的竞争对手，为 DGTK 的
未来发展有重重障碍。后通过围观内部环境从资源和能力分析，并通过 SWOT 模
型分析 DGTK 的优劣势、机会及威胁。根据以上分析对 DGTK 的使命和愿景提
出新的要求，制定 DGTK 的战略目标。战略选择分为公司和业务层面，公司层
面以 ST 战略为关键，业务层面采用差异化战略，分别在产品研发、售后维保方
面提供差异化服务。本课题以 DGTK 电梯公司为原点，对电梯行业发展现状及
战略改革决策进行分析，为电梯公司未来市场经营体制改革提供指导性依据。
关键词：电梯公司，企业战略，竞争战略，环境分析，差异化战略
分类号：C93贵州大学工商管理硕士学位论文
V
Summary
Under the trend of economic globalization, the development of elevator industry
in China is facing huge challenges,the domestic and foreign elevator companies have
caused many shocks to the Chinese market. Strategic management is the formulation
of the elevator industry planning and development of fundamental, in the current market
environment brand characteristics, creating strong earnings and achieve strategic
transformation, innovation must depend on the market development strategy and
implementation. As foreign brands for the Chinese market development and operation,
the joint venture brand elevator product gets gradually the favour of the industry, joint
venture brand advanced achievements in the domestic market, also can provide
direction for corporation development and reform, how to respond to market
opportunities and challenges, this is every elevator company must think deeply about
the problem.
This topic in view of the subject background and significance, based on the
strategic management theory, from DGTK company&39;s basic situation and the specific
situation of the market share and so on, through the PEST model from the perspective
of politics, economy, society and science, combined with the status quo of China&39;s
elevator industry development, five models of DGTK in-depth analysis. Due to the
particularity of the elevator industry, we have seen that the new entrants of the five
force model have high entry barriers, and the buyers and sellers have a strong
bargaining power, and there is no substitute for the product. In addition to its
competitive rivals, there are obstacles to the future development of DGTK. After the
analysis of the resources and capability of the internal environment, the advantages and
disadvantages, opportunities and threats of DGTK are analyzed through the SWOT
model. Based on the above analysis, the new requirements for DGTK&39;s mission and
vision are proposed,