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大连鑫程重工竞争战略研究
- I - 摘
要 我国《装备制造业调整和振兴规划》指出，我国现已成为装备制造业大国，但产业大而不强、自主创新能力较低、基础制造水平不足、一味低水平重复建设、创新产品推广应用不理想等问题依然突出。随着我国企业传统的竞争战略越来越不能满足不断变化的市场需求，同时发达国家拥有先进的竞争战略的跨国企业进入我国市场与我国本土企业展开竞争，竞争战略的创新已经成为摆在我国本土企业迫切需耍解决的关键问题。
鑫程联合重工（大连）有限公司作为大连地区钢结构产品加工的龙头企业，公司主营业务是从事建筑钢结构设计、生产和安装的企业，其建筑钢结构广泛应用于工业、 商业和其他民用建筑领域以及基础设施建设等。本文以大连鑫程重工为例，针对装备制造行业中的单个特定企业如何制定有效的竞争战略展开研究，为我国装备制造型企业制定竞争战略提供了一定的理论指导。
本文通过引用现实中鑫程重工进行分析，首先对鑫程重工营销的宏观环境和行业竞争环境进行了分析，紧接着对鑫程重工进行了经营模式、资源和能力以及行业竞争地位的分析，最后分别从优势、劣势、机会和风险四个方面对竞争战略的制定展开了分析，在明确公司竞争战略的定位和目标的前提下，为鑫程重工选择了竞争战略。
鑫程重工的竞争优势在于：(1)技术实力优秀；(2)装备优异，服务完善；(3)一体化经营，盈利能力强；(4)组织机构人才配置科学；(5)宽容和谐的企业文化。其竞争劣势在于：(1)融资渠道单一；(2)产能不足；(3)人才流失，能力不够。其面临的机会是：(1)中国经济持续稳健发展；(2)政府推进装备制造业发展规划；(3)世界制造基地，市场需求广泛。而面临的风险表现在：(1)市场竞争激烈；(2)原材料价格波动；(3)资产质量或资产结构的风险。笔者依据 SWOT 矩阵给出了 S+O 增长策略、W+O 扭转策略、S+T 经营策略以及 W+T 防御策略这四大策略。最后提出了公司竞争战略实施保障措施，一是提升融资能力以扩张产能，二是全面开拓国内外市场，三是增强新产品研发能力，四是深化改革和组织结构调整，五是积极实施人员培训和扩充计划。
关键词：钢结构；竞争战略；SWOT 分析
- II -
Abstract China’s equipment manufacturing industry planning of adjustment and revitalization points out that our country has become a great nation in the equipment manufacturing industry, but the industry is big but not strong, weak capacity for independent innovation, backward based manufacturing level, low level repeated construction, the popularization and application products of self-directed innovation difficult problems still outstanding. Along with our country enterprise the traditional competitive strategy is more and more can"t meet the changing market demand, at the same time, developed countries have advanced competitive strategy of multinational companies to enter China"s market in competition with local companies in China, the competition strategy of innovation has become the domestic companies in China urgently needs to be the key to solve problems. Xin Cheng Joint Heavy Industries (Dalian) Co., Ltd., as Dalian’s steel structure products processing enterprises, the main business of the company is engaged in construction steel structure design, production and installation of the enterprise, the construction steel structure is widely used in industrial, commercial and other field of civil construction and infrastructure construction. Taking Xin Cheng Heavy Industries as an example, in view of the equipment manufacturing industry in a specific enterprise study how to make an effective competition strategy, competition strategy for equipment manufacturing enterprises in our country have provided the certain theory instruction. In this paper, by referring to the reality of Xin Cheng Heavy Industries were analyzed, and the first to Xin Cheng Heavy Industries marketing macro environment and industry competition environment was analyzed, and then on the Xin Cheng Heavy Industries business model, resources and capacity, and the status of industry competition analysis, finally from the strengths, weaknesses, opportunities and risks respectively from four aspects of competitive strategy for analysis, in the company under the premise of competitive strategy orientation and target, chose competitive strategy for Xin Cheng Heavy Industries. Xin Cheng Heavy Industries competitive advantage lies in: (1) excellent technical strength; (2) the excellent equipment, perfect service; (3) the integration of business, profit ability is strong; (4) organization talent configuration science; (5) tolerance and harmonious corporate culture. Its competitive disadvantage lies in: (1) the single financing channel; (2) the capacity is insufficient; (3) the brain drain, lack of ability. His chances are: (1) China"s economy continued to develop robust, (2) the government promote the development of equipment manufacturing industry planning; (3) the world manufacturing base, broad market demand. And the risk for displays in: (1) the market competition is intense; (2) raw material price fluctuations; (3) the
- III - structure of the assets or asset quality risk. Based on the SWOT matrix, the four strategies were given, which are the S + O growth strategy, W + O reverse strategy, S + T operating strategy and W + T defense strategy. Finally put forward the company competition strategy implementation safeguard measures, one is financing ability to upgrade to expand capacity, 2 it is to fully exploit domestic and foreign markets, three is to enhance new product research and development ability, four is deepening reform and structure adjustment, five is actively implementing personnel training and expansion plans.
Key Words：Steel structure; Competitive strategy; SWOT analysis
- IV -
目
录 摘
要 ............................................................................................................................. I
Abstract ............................................................................................................................. II
1
绪论 .............................................................................................................................. 1
1.1 选题背景 .............................................................................................................. 1
1.1.1 公司成立背景 ........................................................................................... 1
1.1.2 公司简介 ................................................................................................... 2
1.2 研究的目的和意义 ............................................................................................. 2
1.3 研究的内容与方法 ............................................................................................. 3
1.3.1 研究内容 .................................................................................................. 3
1.3.2 研究方法 .................................................................................................. 3
2 竞争战略相关理论综述 ................................................................................................. 5
2.1 结构学派：基于产业分析的竞争位势框架 ...................................................... 5
2.2 资源学派：综合企业内外部资源的框架 .......................................................... 6
2.3 能力学派：强调企业内核心能力的框架 .......................................................... 7
2.4 竞争战略三大学派的内部逻辑联系 .................................................................. 8
3 公司竞争环境分析 ...................................................................................................... 10
3.1 宏观环境分析 .................................................................................................... 10
3.1.1 P（政治）
............................................................................................... 10
3.1.2 E（经济）
.............................................................................................. 10
3.1.3 S（社会）
............................................................................................... 11
3.1.4 T（技术）
.............................................................................................. 12
3.2 行业竞争环境分析 ............................................................................................ 12
3.2.1 钢结构行业的经营模式 ......................................................................... 13
3.2.2 钢结构行业竞争格局 ............................................................................. 13
3.3 公司内部环境分析 ............................................................................................ 17
3.3.1 公司的经营模式 ..................................................................................... 17
3.3.2 公司现有的资源和能力 ......................................................................... 17
3.3.3 公司在行业中的竞争地位 ..................................................................... 18
4 公司竞争战略分析和选择 .......................................................................................... 21
4.1 SWOT 分析 ........................................................................................................ 21
- V - 4.1.1 S（优势）
............................................................................................... 21
4.1.2 W（劣势）
............................................................................................. 22
4.1.3 O（机会）
.............................................................................................. 23
4.1.4 T（风险）
.............................................................................................. 24
4.2 竞争战略的定位及目标 ................................................................................... 25
4.2.1 竞争战略的定位 ..................................................................................... 25
4.2.2 竞争战略的目标 ..................................................................................... 26
4.3 竞争战略的选择 ............................................................................................... 26
5 公司竞争战略实施保障措施 ....................................................................................... 29
5.1 提升融资能力以扩张产能 ................................................................................ 29
5.2 全面开拓国内外市场 ........................................................................................ 29
5.3 增强新产品研发能力 ........................................................................................ 30
5.4 深化改革和组织结构调整 ..........................................
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