南京邮电大学专业学位硕士研究生学位论文
摘 要
金属分离设备制造企业对于各国的发展"循环经济"起到了很大的促进作用。随着世
界各国对于资源的节约、资源的循环利用、环境保护和经济社会可持续发展等问题日益
重视,金属分离设备制造企业的地位和作用也越来越凸显。在我国的再生塑料产品加工
行业中,中小规模的再生塑料制造商比例高达99%以上,再生塑料的加工离不开金属分离
设备,而金属分离是再生塑料加工中必不可少的环节。从当前我国循环经济发展及塑料
材料资源循环利用的发展现状分析可以看出,中小型金属分离设备制造企业将成为推动
废旧塑料的回收与利用、降低"白色污染"的主导力量。它们对于我们能够实现充分的就
业，促进经济社会稳定，配合一些大型公司的高效地运转,优化新兴产业结构等都有着
非常重要的意义，对于提高整个社会经济的正常运行保障也起到了积极的作用。
本文以国内废旧塑料金属分离公司ZKYM为研究对象。通过公司背景及产品现状分
析制定ZKYM产品在废旧塑料金属分离领域的发展战略目标，通过竞争环境、波特五力
模型 分析得出国内还没有研制出自由落体式废旧塑料处理的先进技术和设备，德国
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S+S也仅能分离低杂质废旧塑料，ZKYM公司的ESD产品可分离高杂质废旧塑料，从而可
构建公司在ESD系列产品方面的核心竞争力和发展优势；用SWOT方法归纳总结出ZKYM
在制定发展战略中所面临的外部机会和威胁，找到公司产品战略中执行力不足、产品生
命周期不明确的问题以及软硬件发展不平衡、产品线缺失的问题，并对公司金属分离产
品进行了全景战略、市场定位及产品战略逻辑的剖析，在产品组合、产品定位、产品生
命周期和产品研发四个维度提出了符合公司产品发展的产品战略方案，然后，结合产品
战略方案采取对应的实施流程、实施方案和保障措施。本文也对ZKYM公司及同行业类
似型公司的发展与提升，提供些参考意义。
关键词: 产品战略，金属分离，再生
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南京邮电大学专业学位硕士研究生学位论文
Abstract
Metal separation equipment manufacturers play an important role in the development of
"circular economy" in various countries. With the global attention to resource conservation,
resource recycling, environmental protection and sustainable development, the role of metal
separation equipment manufacturers is more prominent. In the recycled plastics industry, small
and medium-sized recycled plastics processing enterprises account for more than 99%. The
processing of recycled plastics is inseparable from the metal separation equipment, and the
metal separation is an essential link in the processing of recycled plastics. From the
development of circular economy and the current situation of resource recycling in China,
small and medium-sized metal separation equipment manufacturing enterprises are an
important force to promote the recycling of waste plastics and reduce "white pollution". They
are of great significance to realize full employment, promote social stability, cooperate with
large enterprises to operate efficiently, optimize the industrial structure, and play a positive
role in improving the operation quality of the whole social economy.
In this paper, domestic waste plastic metal separation company zkym as the research
object. Through the analysis of the company's background and product status, the development
strategic objectives of zkym products in the field of metal separation of waste plastics are
formulated. Through the analysis of the competitive environment and Porter's five forces
model, it is concluded that there is no advanced technology and equipment for free falling
waste plastics treatment in China, and S + S in Germany can only separate waste plastics with
low impurities, Zkym's ESD products can separate high impurity waste plastics, which can
build the company's core competitiveness and development advantages in ESD series
products; SWOT method is used to summarize the external opportunities and threats faced by
zkym in formulating the development strategy, find out the problems of insufficient execution,
unclear product life cycle, unbalanced development of hardware and software, and lack of
product line in the company's product strategy, and analyze the panoramic strategy, market
positioning and product strategy logic of the company's metal separation products Product
positioning, product life cycle and product R & D are the four dimensions of the company's
product development strategy, and then, combined with the product strategy, the
corresponding implementation process, implementation plan and safeguard measures are
taken. This paper also provides some reference for the development and promotion of zkym
company and similar companies in the same industry.
KEY WORDS: Product strategy, Separation, Regeneration
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南京邮电大学专业学位硕士研究生学位论文
目 录
摘 要...................................................1
Abstract.................................................2
第一章 绪论............................................6
1.1 论文的选题背景 .............................................6
1.2 研究的意义..................................................7
1.3 论文的研究内容和方法 .......................................8
1.3.1 研究内容..............................................8
1.3.2 研究方法.............................................10
第二章 理论综述.........................................11
2.1企业战略理论研究的发展.....................................11
2.1.1 早期战略思想.........................................11
2.1.2 传统战略理论阶段.....................................11
2.1.3 竞争战略理论阶段.....................................12
2.1.4 企业战略管理的步骤...................................12
2.2 产品战略...................................................13
2.2.1 产品战略定义.........................................13
2.2.2 产品研发战略.........................................13
2.3产品生命周期理论...........................................14
2.4波特竞争理论...............................................16
2.4.1波特五力模型.........................................16
2.4.2三大一般性战略.......................................17
2.4.3价值链...............................................17
2.5价值创新...................................................18
第三章 企业目标规划及战略分析 ...........................19
3.1 ZKYM 公司背景与产品现状 .................................19
3.1.1 ZKYM 公司成立背景 .................................19
3.1.2 公司人员结构.........................................19
3.1.3 ZKYM公司业务模式...................................21
3.1.4 公司产品现状.........................................21
3.1.5 ZKYM公司整体产品战略目标 .........................21
3.2 宏观环境分析...............................................22
3.2.1 政治因素 ............................................22
3.2.2 经济因素 ............................................22
3.2.3 社会因素.............................................23
3.2.4 技术因素.............................................24
3.3行业环境分析...............................................26
3.3.1 再生塑料加行业环境分析 .............................26
3.3.2 再生塑料加工企业环境分析 ............................28
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。。。以下略