照明用白光LED自发明以来的短短几十年间，在照明界掀起了一场划时代的革命。 它的到来使人造光源从荧光灯、卤素灯包打天下的局面过渡到百花齐放不断颠覆创新应 用的LED时代。在国内外激烈的竞争态势下，LED产业已然成为一片红海,产业竞争格 局已经发生了很大的变化。之前的照明国际巨头们已经无法招架国内低廉生产成本的供 应链优势，纷纷转型或者退出竞争。在行业寡头逐渐形成的时代，LED企业有两种主要 的发展模式，一是扩大产业规模，利用资源整合，实现规模化、低成本的竞争优势；二 是拓展新的利基市场，走差异化发展道路。 本文以L照明公司为研究对象,首先介绍了研究背景、意义、方法、框架；其次指 出了研究依据的理论基础，综述国内外企业战略管理理论研究与应用现状；然后对L照 明公司的概况和现状进行阐述，指出L照明公司存在的主要问题；接着借助PEST工具 对L照明公司所处的宏观环境进行分析，运用“波特五力模型”以及SWOT竞争分析 工具分析L照明公司所处的竞争环境，多角度论证L照明公司产品发展战略的优势、劣 势、机会与威胁；最后在前述分析的基础上，提出L照明公司应加快布局LED智能照 明业务，提供差异化的产品，确立公司在该领域的领先地位。研究认为L照明公司应采 用技术创新为主的产品差异化竞争战略，并制定了相应保障措施以实现战略有效落地。 从LED智能照明产品差异化策略、业务策略、差异化产品营销方面进行了讨论。提出 了建立战略控制体系、发展理念塑造与架构调整、人力资源与管理优化、资金筹措等方 面的相应措施，为战略实施提供组织保障、人才保障和资金保障。 关键词：战略管理，竞争战略，产品发展，LED智能照明 II ABSTRACT In the past few decades since the invention of white lighting LED, an epoch-making revolution has taken place in lighting field. It makes the artificial light source convert from fluorescent and halogen lamp to LED era with various innovative applications. LED industry has become a red sea under the fierce competition both domestic and overseas which lead a great change in competition pattern. Former international lighting companies which unable to parry the advantages of domestic low-cost production supply chain have transformed or withdrawn from the competition. In the industry oligarchy era, LED enterprises have two main development modes. One is to expand the industrial scale, utilize resource integration to achieve the competitive advantage of scale and low cost; the other is to expand new niche market and take the differentiated development path. This thesis takes L lighting company as research object, Firstly, it introduces the background, significance, methods and framework of the research; secondly, it points out the theoretical basis of the research, and summarizes the research and application status of strategic management theory at home and abroad; then it expounds the general situation and current situation of L lighting company, and points out the main problems of L lighting company; it divides the macro environment of L lighting company with PEST tool, use "Porter Five Forces Model" and SWOT competitive analysis tools to analyze the competitive environment of L lighting company, demonstrate the advantages, disadvantages, opportunities and threats of L lighting company's product development strategy from multiple perspectives; finally, on the basis of above analysis, put forward that L lighting company should speed up the layout of LED intelligent lighting business, provide differentiated products, and establish the company's leading position in this field. According to the research, L lighting company should adopt the product differentiation competition strategy based on technological innovation, and formulate corresponding safeguard measures to realize the effective implementation of the strategy. This thesis discusses the differentiation strategy of LED intelligent lighting products, the strategy of business and the marketing of differentiated products. This thesis puts forward the corresponding measures of establishing the strategic control system, shaping the development concept and adjusting the structure, optimizing human resources and management, and raising funds, etc., so as to provide organizational guarantee, talent guarantee and fund guarantee for the implementation of the strategy. Key words: strategic management, competitive strategy, product development, LED III intelligent lighting 桂林理工大学硕士学位论文 1 目录 摘要 ....... I ABSTRACT ....................... II 目录 ...... 1 第一章 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 ...... 2 1.3 研究方法 .................. 5 1.4 研究内容与框架 ...... 5 第二章 相关理论基础 ....... 7 2.1战略管理理论及其发展 .......................... 7 2.2战略管理框架与工具 .............................. 9 2.2.1 SWOT分析...... 10 2.2.2 PEST分析........ 11 2.2.3 VRIO模型分析 .............................. 12 2.3市场营销理论及其发展 ........................ 12 2.3.1 市场细分 ......... 13 2.3.2 市场目标 ......... 13 2.3.3 市场定位 ......... 13 第三章 L公司现状及主要问题 ..................... 15 3.1 L公司基本情况 ..... 15 3.2 L公司目前的业务主要状况................. 16 3.2.1 业务模式及现状 ............................ 16 3.2.2 产品布局及现状 ............................ 16 3.2.3 全球照明市场下的L公司 ............ 18 3.3 存在的主要问题 .... 19 第四章 环境分析 ............. 21 4.1宏观环境分析 ......... 21 4.1.1 政治环境因素 . 21 4.1.2 经济环境因素 . 21 4.1.3 社会环境因素 . 22 4.1.4 技术环境因素 . 22 4.2竞争环境分析 ......... 23 4.2.1 潜在的进入者 . 23 4.2.2 替代品 ............. 24 4.2.3 供应商议价能力 ............................ 24 4.2.4 顾客议价能力 . 25 4.2.5 产业内部的竞争者 ........................ 26 4.3 L公司SWOT分析 28 4.3.1 优势 ................. 28 4.3.2 劣势 ................. 29 4.3.3 机会 ................. 30 4.3.4 威胁 ................. 30 第五章 L公司智能照明产品发展战略的制定与实施 ................ 33 5.1 L公司智能照明产品发展战略选择 ..... 33 5.2 L公司智能照明产品的战略定位 ......... 34 桂林理工大学硕士学位论文 2 5.2.1市场定位 .......... 35 5.2.2产品定位 .......... 36 5.2.3竞争定位 .......... 36 5.3战略目标 ................. 37 5.4战略确定 ................. 38 5.5战略实施 ................. 38 5.5.1智能照明产品差异化策略 ............. 38 5.5.2业务策略 .......... 38 5.5.3差异化产品营销策略 ..................... 39 5.5.4保障措施 .......... 39 第六章 结论 ..................... 41