| 中国近几年铁路提速和高速铁路的年夜成长，急需先辈技巧力气的支撑和成熟装备供给商的保证，因为国际公司的技巧程度短时光内没法知足铁路的逾越式成长需求，铁道部决议履行技巧引进和技巧协作的战略，这为很多国外先辈铁路装备供给商进入中国市场发明了契机，法公法维莱运输团体就是在如许的机会前提下在国际成立了轨道制动企业。法维莱轨道制动企业是由法公法维莱运输团体和中国北车四方车辆研究一切限企业配合投资成立的中法合伙公司，重要从事轨道交通范畴制动体系的设计和制作。中国铁路行业的特别性和中欧文明的差别，法语论文，使法维莱企业在从无到有的成长进程中并不是顺遂，阅历过波折和掉败。在剧烈的竞争情况下，若何有用研究、应对外界庞杂的情况，明白本身的成长偏向和成长计谋，对公司在竞争中占得稳定的位置，开辟加倍辽阔的中国市场，法语论文网站，具有实际意义。本文旨在对法维莱企业停止计谋剖析的基本上，就公司若何应对机会和挑衅，制订合适本身的准确的成长战略，提出一些思惟和建议。本文起首引见了法维莱企业的内部情况特别是行业情况，继而对企业的外部前提停止剖析，略论了公司与中国铁路市场特别性存在的成绩和抵触。在此基本上，运用内部身分评价矩阵、外部身分评价矩阵、SwOT矩阵剖析等办法对公司面对的机会和挑衅、现有资本才能上的优势和优势停止剖析，总结出计谋要素。以后，保持实际与理论相联合的准绳，经由过程计谋治理根本实际的运用，采取定性剖析与定量剖析相联合的办法，对法维莱企业应当采用的成长计谋作了较详实的剖析和商量。联合公司的现实情形，从计谋的几个条理提出了一体化计谋、差别化计谋、针对北车团体客户的聚焦计谋等合适公司的成长战略，并响应提出了计谋实行的保证办法。 Abstract: The strength of the eve of the growth of China in recent years, the railway speed and high-speed railway, it is urgent to advanced technology support and mature equipment supplier guarantee, because international business degree of skill in short time did not satisfy the railway leapfrog growth needs, the Ministry of Railways decided to perform skills introduction and collaboration skills strategy, which is a lot of foreign advanced railway equipment supplier to enter the Chinese market invented it, public law Faiveley transport group is under the premise of such opportunities in the established track brake company. Faiveley braking orbit company is by law public law Villers transportation group and china CNR Sifang rolling stock research limited company with investment in the establishment of Sino French partnership, in the category of rail traffic braking system was designed and fabricated. Difference of the special nature of China's railway industry and European civilizations, Faiveley company in the development process from scratch and not smooth, experienced twists and turns and failure. Under the fierce competition situation, how useful research and deal with complex external situation, understand itself grow Pian Xianghe growth strategy, position of the enterprise in the competition for stable, open double the vast Chinese market, has practical significance. This paper aims at the Faiveley company to stop strategy analysis of enterprise how to deal with the opportunities and challenges, formulate appropriate itself of accurate growth strategy, puts forward some ideas and suggestions. This paper introduces the Faiveley company's internal situation especially industry, then the external premise of the company to carry on the analysis, the analysis of the existence of enterprise and market China Railway special issues or conflicts. This basically, using an internal identity matrix evaluation, external factors evaluation matrix, SWOT matrix analysis of enterprises face the opportunities and challenges, the existing capital to and advantages of analysis, summed up the strategy elements. , keep the theory and practice of combining the principle, through the process of strategic management basic theory application, take qualitative analysis and quantitative analysis method that combines, Faiveley company should adopt the development strategy has made a detailed analysis and discussion. The realities of joint ventures, from several coherent strategy put forward integration strategy, differentiation strategy, in North car group customer focus strategy as well as other suitable enterprise growth strategy and response strategy implementation of the assurance measures are put forward in the paper. 目录: 摘要 9-10 ABSTRACT 10-11 第1章 绪论 12-16 1.1 背景概述 12 1.2 探讨对象 12-13 1.3 探讨意义 13-14 1.4 探讨措施及论文框架 14-15 1.5 论文的创新点 15-16 第2章 相关理论综述 16-22 2.1 战略管理的相关理论基础 16-20 2.1.1 价值链 16 2.1.2 五种竞争力量模型 16-17 2.1.3 战略制定的层次 17-20 2.2 文化风险控制探讨 20-22 2.2.1 文化风险的概念 20 2.2.2 跨文化管理的国内外探讨 20-22 第3章 外部战略环境略论 22-39 3.1 宏观环境略论 22-25 3.1.1 政治法学环境 22-23 3.1.2 经济环境 23-24 3.1.3 社会文化环境 24 3.1.4 技术环境 24-25 3.2 行业环境略论 25-39 3.2.1 铁路产业结构 25-26 3.2.2 铁路装备业环境略论 26-28 3.2.3 制动行业环境略论 28-29 3.2.4 全球竞争进入中国铁路行业 29 3.2.5 竞争结构略论 29-35 3.2.6 竞争对手略论 35-39 第4章 内部条件略论 39-49 4.1 企业资源略论 39-45 4.1.1 企业运营状况 39-40 4.1.2 企业财务状况 40-41 4.1.3 企业组织结构 41-42 4.1.4 企业价值链 42-43 4.1.5 企业市场营销能力 43-44 4.1.6 企业人力资源状况 44-45 4.1.7 企业信息管理资源 45 4.2 投资双方对公司的作用因素 45-48 4.2.1 依托投资方具有的资源和能力优势 45-46 4.2.2 文化异同的作用 46-48 4.3 核心竞争力剖析 48-49 第5章 战略略论和发展战略方案的制定 49-69 5.1 外部因素评价 49-54 5.1.1 EFE矩阵原理 49-50 5.1.2 法维莱企业EFE矩阵要素 50-53 5.1.3 法维莱企业的EFE矩阵 53-54 5.2 内部因素评价 54-58 5.2.1 IFE矩阵原理 54-55 5.2.2 法维莱企业IFE矩阵要素 55-57 5.2.3 法维莱企业的IFE矩阵 57-58 5.3 SWOT略论 58-59 5.4 公司战略定位 59-61 5.4.1 市场定位 60-61 5.4.2 产品定位 61 5.4.3 公司定位 61 5.5 公司总体战略目标 61-63 5.6 发展战略选择 63-68 5.6.1 企业层战略 63 5.6.2 业务层战略 63-66 5.6.3 职能战略 66-68 5.7 战略方案选择结论 68-69 第6章 战略实施的保障方法 69-75 6.1 完善组织结构 69-70 6.2 严抓质量控制 70-71 6.3 人力资源管理和配置 71-73 6.4 加强文化管理 73-75 第7章 结束语 75-76 7.1 论文的不足 75 7.2 探讨总结 75-76 参考文献 76-79 致谢 79-80 学位论文评阅及答辩情况表 80 |
