国家政策主导下的行业改革，激烈的市场竞争，强劲的资源掠夺、人才抢夺正在特 种设备检验检测企业间轮番上演。政策干预下开放了许多新的市场和机会，从原有地方 检验机构转型而来的GC特检公司面临着业务营收水平较低、市场份额少、市场竞争力 低下的困境。在激烈的竞争环境下，盲目的坚守固有市场已不能支撑企业长久的发展， 行业改革的同时，GC特检公司还需要积极应对环境变化和技术变革带来的巨大影响， 探索发展战略，寻求新市场、拓展新业务才能在改革阶段把握机会，树立企业的关键竞 争优势。 本文运用战略管理的理论知识和分析工具，对GC特检公司复杂混乱的竞争环境和 薄弱的内部环境进行对比分析，深入剖析得出在科技研发、人才培养、实验室能力上的 突出优势，以及现有业务中的亮点；受历史原因、模式限制等因素影响，缺乏客户思维、 业务服务水平低下、科技成果转化和效益差，是制约其良性发展的主要原因。GC特检 公司需要从防御型战略转向扭转型战略，持续发挥其关键竞争优势的作用力，发挥优势 业务的增长能力，在保证原有业务市场份额不降低的前提下，在全国范围内开展能力突 出、高效公正、技术领先的检测委托业务，积极参与市场竞争。 文章第二章着重在环境分析、行业及市场研究、战略群体分析，得出行业发展的关 键成功因素，第三章对照GC特检院的现状，对其拥有的能力资源、所面临的困境进行 深入研究，第四章运用SWOT分析模型和定位理论，围绕差异聚焦战略为GC特检公司 的未来发展提出理论建议。在现有基础上，持续发挥科技研发、物联网检测和防爆设备 检验检测的三大优势，建立高效管理机制、打造技术一流、孵化能力强的研发平台、着 重推进品牌建设树立企业形象，谋求在行业改革中站稳脚跟，打响“GC特检”品牌，成 为行业内有一定影响力的专家型机构。 关键词： 竞争战略；差异化战略；核心竞争力；特种设备检验检测 II Abstract The industry reform, the fierce market competition, the strong resource plunder, and the talent snatch are alternately being staged among the special equipment inspection and testing enterprises. Many new markets and opportunities have been opened up under the policy intervention, creating a dilemma that GC Special Inspection Company, transformed from the original local inspection organization, is suffering from a drop in revenue levels, market shares and market competitiveness. In the fierce competitive environment, GC can not maintain the long-term development by sticking to the established market anymore. Alongside the reform of the industry, it can only occupy the absolute competitive position by actively responding to the competitive environment and the changes in technical level and exploring new development strategies and new markets. This article contrasts the complex competitive environment and the weak internal environment of GC, and analyses the company`s outstanding advantages in technological research and development, talent training and laboratory capabilities and the highlights of its existing business by the theoretical knowledge of strategic management and analysis tools. Affected by historical reasons, mode limitations and other factors, GC fails to maintain its sound development for its lack of customer thinking, low level of business services, and poor performance both in the transformation of scientific and technological achievements and the company benefits. The companies should change its strategy from defensive type to reverse type so as to play its key forces of competitive advantage in developing superior business growth ability and conduct highly effective, leading test commission service in nation-wide. The second chapter focuses on the environmental analysis, industry and market research, and strategic group analysis. This chapter concludes the key success factors to the development of the industry; The third chapter lucubrates the capacity resource GC had and the predicament GC faced basing on its current situation; The fourth chapter adopts the method of SWOT matrix, differentiating and concentrating strategy, to propose some theoretical suggestion about future-development of GC. At the current basis, GC continue to exert its advantage in technological research and development, the Internet of Things detection and the inspection of explosion-proof equipment , set up efficient management mechanism, create first-class industry technology , hatch strong R&D platform, promote brand building，sets up the enterprise image so that it can seek a foothold in the industry reform, launch "GC Detection" brand and become an influential, professional organization in the industry. Key words: Competitive Strategy; Differentiation Strategy; Core Competence; Special Equipment Inspection and Testing III 目 录 摘要 ............. I Abstract ........ II 图目录 ........ VII 表目录 ....... VIII 第一章 绪论 .. 1 1.1 背景和意义 ........................ 1 1.1.1 研究背景 ..................... 1 1.1.2 研究目的和意义 ......... 2 1.1.3 主要问题 ..................... 3 1.2 研究对象 ............................ 4 1.2.1 特种设备 ..................... 4 1.2.2 特种设备检验检测 ..... 4 1.2.3 特种设备检验检测机构 ............................ 4 1.2.4 GC特检公司 ............... 5 1.3 文献综述 ............................ 5 1.3.1 企业战略理论研究文献综述 .................... 5 1.3.2 特种设备检验检测市场研究文献综述 .... 6 1.3.3 特种设备检验检测机构战略研究文献综述 ........................... 7 1.4 研究内容与方法 ................ 8 1.4.1 研究内容 ..................... 8 1.4.2 研究方法 ..................... 9 1.5 论文结构 ........................ 10 第二章 GC特检公司的外部环境分析 ................... 12 2.1 宏观环境分析 .................. 12 2.1.1 政策与法律环境 ....... 12 2.1.2 经济环境 ................... 15 2.1.3 技术环境 ................... 18 2.1.4 社会环境 ................... 19 2.2 市场与行业环境分析 ...... 20 IV 2.2.1 特种设备检验检测领域的行业概况 ...... 20 2.2.2 特种设备检验检测行业发展历程 .......... 23 2.2.3 特种设备检验检测市场分析 .................. 26 2.2.4 特种设备检验检测行业竞争结构分析 .. 30 2.3 竞争环境分析 .................. 32 020406080100第一季度第三季度东部西部北部2.3.1 战略群分析 .............. 32 2.3.2 本土竞争对手分析 ... 35 2.3.3 跨国集团竞争对手 ... 39 2.4 特种设备检验检测行业的关键成功因素 ..... 40 2.5 GC特检公司的机会与威胁 ........................... 42 2.5.1 机会 ........................... 42 2.5.2 威胁 ........................... 43 2.6 本章小结 .......................... 43 第三章 GC特检公司的内部环境分析 ................... 44 3.1 GC特检公司概况 ............ 44 3.1.1 GC特检公司简介 ..... 44 3.1.2 GC特检公司战略愿景 ............................ 45 3.1.3 GC特检公司发展历史 ............................ 45 3.1.4 GC特检公司业务现状 ............................ 47 3.2 GC特检公司资源分析 .... 49 3.2.1 组织资源 ................... 49 3.2.2 人力资源 ................... 50 3.2.3 技术资源 ................... 51 3.3 GC特检公司能力分析 .... 52 3.3.1 业务能力 ................... 52 3.3.2 研发能力 ................... 53 3.3.3 整合能力 ................... 55 3.3.4 管理能力 ................... 57 3.4 GC特检公司的核心竞争力 ........................... 57 3.4.1 科研创新实力 ........... 57 V 3.4.2 细分市场业务优势 ... 57 3.4.3 行业知名度高 ........... 57 3.5 GC特检公司的优势与劣势 ........................... 58 3.5.1 优势 ........................... 58 3.5.2 劣势 ........................... 58 3.6 本章小结 .......................... 59 第四章 GC特检公司的竞争战略制定 ................... 60 4.1 GC特检公司SWOT分析 .............................. 60 4.1.1 SWOT分析 ................ 60 4.1.2 战略愿景 ................... 61 4.1.2 战略使命 ................... 61 4.1.3 战略目标 ................... 62 4.2 GC特检公司的业务目标 62 4.3 目标市场的选择 .............. 63 4.4 目标客户定位 .................. 64 4.5 竞争战略的选择 .............. 66 4.5.1 差异化聚焦战略的选择原因 .................. 66 4.5.2 竞争战略方案 ........... 67 4.6 主要价值链活动设计 ...... 68 4.7 本章小结 ........................ 69 第五章 GC特检公司竞争战略的实施策略与保障措施...................... 70 5.1 实施策略 .......................... 70 5.1.1调整管理机制 ............ 70 5.1.2 打造科研团队与研发平台 ...................... 72 5.1.3 注重品牌培育与建设 .............................. 74 5.2 保障措施 .......................... 75 5.2.1 组织保障 ................... 75 5.2