I 摘要 近年来，国内信息化技术的深入发展与普及应用，使得中国成为世界上最大 的消费类电子产品的消费市场，也是最具备潜力的市常电子消费类产品也渐渐 成为商务办公、社交沟通、游戏娱乐等活动中不可或缺的重要媒介。 伴随着一系列优惠外贸政策的颁布与实施，越来越多的国外品牌进入了中国 市常同时伴随着计算机研发技术的不断成熟、标准化与国内产业链企业的产能 释放，2011年之前，国内消费类电子产品产量呈现直线上涨趋势。随着消费市场 的渐渐饱和、消费者行为更加理性化、手机等移动终端的大规模普及，2012年至 今，以电脑为代表的消费类电子产品产量稳中放缓。据悉，目前可供国内消费者 选择的计算机品牌多达210种，消费类电子产品的品牌竞争异常激烈。 H公司是世界上规模最大的信息科技公司之一。H（中国）公司成立之初时， 是国内信息科技企业业务增长最为迅猛的企业之一，主要生产电脑与打印机。随 着国内一系列优惠外贸政策的实施，越来越多的国外优秀品牌加入到中国消费市 场的竞争；其次，国内越来越重视研发创新工作，更多中国企业开展自主创新， 突破了多项关键技术，自主研发的电子产品逐渐推向市场；最后，中美贸易摩擦 使得H品牌这种美国品牌在国内的业务拓展受到了较大影响，诸多政府、教育、 交通、国防、航天、军工等行业，越来越重视“国产化替代”，侧重选用国产化计算 机品牌，使得H品牌被许多机会排斥在外。因此H公司近年来的业绩已进入平稳 期，利润率下降情况明显。面对高昂的企业运转成本，目前的业绩局面在激烈的 市场竞争面前显得捉襟见肘。 本研究以H（中国）公司为研究对象，开展企业战略制定与实施研究。文章 首先从宏观背景、企业背景阐述选题依据，归纳研究方法，在阅读梳理国内外研 究文献基础上形成文献综述；其次对文章内容所涉及的理论与方法进行介绍，包 括战略管理、企业战略管理的过程与特点、战略管理的层次与常用分析工具；接 下来，文章系统性开展了H（中国）公司的外部环境分析、竞争环境分析与内部 环境分析，在战略制定原则与公司发展愿景的框架下，梳理了企业存在的优势、 劣势，面临的机遇与威胁。在此基础上，完成了基于内外部矩阵分析的H（中国） 公司战略类型选择；在前文分析结论基础上，在战略方向的指导下，开展了H（中 国）公司的公司层、业务层与职能层战略设计，最后在此框架下开展相应的战略 实施措施研究。 本研究的创新之处在于，深入分析了现阶段H（中国）公司所处的内外部环 摘要 II 境，通过分析H（中国）公司的优势、劣势、机遇与威胁，结合企业发展实践确 定发展战略，协助H公司确定重点业务发展领域，塑造自身核心竞争力。文章的 研究路线与研究结论，也可以为其他类似IT企业的战略发展提供参考借鉴，将理 论与实践结合，寻求新的突破创新。 关键词：战略、战略分析、战略选择 ABSTRACT III ABSTRACT In recent years, with the in-depth development and popularization of information technology, China has become the largest consumer electronics market in the world, and also the most potential market. Electronic consumer products have gradually become an indispensable medium in business office, social communication, game entertainment and other activities. With the promulgation and implementation of a series of preferential foreign trade policies, more and more foreign brands have entered the Chinese market. At the same time, with the continuous maturity and standardization of computer research and development technology and the release of production capacity of domestic industrial chain enterprises, before 2011, the output of domestic consumer electronic products showed a linear upward trend. With the gradual saturation of the consumer market, more rational consumer behavior, and large-scale popularization of mobile terminals such as mobile phones, the output of consumer electronic products represented by computers has slowed down steadily since 2012. It is reported that up to 210 computer brands are available for domestic consumers to choose, and the brand competition of consumer electronic products is extremely fierce. H company is one of the largest information technology companies in the world. When h (China) company was founded, it was one of the fastest growing enterprises in China, mainly producing computers and printers. With the implementation of a series of domestic preferential foreign trade policies, more and more foreign excellent brands have joined the competition in China's consumer market; secondly, more and more domestic enterprises pay more attention to R & D and innovation, more and more Chinese enterprises carry out independent innovation, breaking through a number of key technologies, and independently developed electronic products are gradually put into the market; finally, the trade friction between China and the United States makes h brand, an American brand Business development in China has been greatly affected. Many industries such as government, education, transportation, national defense, aerospace, military industry, etc. pay more and more attention to "localization substitution", and focus on the selection of localization computer brand, which makes h brand excluded by many opportunities. Therefore, H company's performance in recent ABSTRACT IV years has entered a stable period, and its profit margin has declined significantly. In the face of high operating costs, the current performance situation in the face of fierce market competition appears to be stretched. In this thesis, H (China) company is taken as the research object to carry out the research of enterprise strategy formulation and implementation. Firstly, this paper expounds the basis of the topic selection from the macro background and the enterprise background, summarizes the research methods, and forms the literature review based on reading and combing the research literature at home and abroad; secondly, it introduces the theories and methods involved in the content of the article, including the strategic management, the process and characteristics of the enterprise strategic management, the level of strategic management and commonly used analysis tools; secondly, the article systematically opens The external environment analysis, competitive environment analysis and internal environment analysis of H (China) Company are presented. Under the framework of strategic formulation principles and the company's development vision, the advantages, disadvantages, opportunities and threats faced by the company are combed. On this basis, H (China) company strategy type selection based on internal and external matrix analysis is completed; on the basis of the above analysis conclusion, under the guidance of strategic direction, the company level, business level and function level strategy design of H (China) company is carried out, and finally the corresponding strategic implementation measures are studied in this frame. The innovation of this thesis lies in the in-depth analysis of the internal and external environment of H (China) company at this stage, through the analysis of the advantages, disadvantages, opportunities and threats of H (China) company, combined with the enterprise development practice to determine the development strategy, assist H company to determine the key business development areas, and shape its own core competitiveness. The research route and conclusion of this paper can also provide reference for the strategic development of other similar IT enterprises, combine theory with practice, and seek new breakthrough and innovation. Key words: Strategy, strategic analysis and strategic choice 目录 V 目 录 第一章 绪论 ....................... 1 1.1 选题背景 ............... 1 1.2 研究方法 ............... 3 1.3 国内外研究综述 ... 4 1.3.1 国外研究综述 ............................ 4 1.3.2 国内研究综述 ............................ 5 1.4 研究内容 ............... 7 第二章 战略管理理论与方法概述 .................. 8 2.1 战略管理概述 ....... 8 2.2 企业战略管理的特点 .......................... 8 2.3 企业战略管理过程 .............................. 9 2.4 战略管理的层次 . 10 2.4.1 公司层发展战略 ...................... 10 2.4.2 业务层发展战略 ....................... 11 2.4.3 职能层发展战略 ...................... 12 2.5 企业战略管理分析工具 .................... 12 2.5.1 内外部矩阵 .............................. 12 2.5.2 SWOT分析法 ........................... 14 第三章 H（中国）公司内外部环境分析 ..... 15 3.1 宏观环境分析 ..... 15 3.1.1 政治环境 ... 15 3.1.2 经济环境 ... 15 3.1.3 社会