ff17092910雷烁集团发展战略研究初稿稿件

雷烁集团发展战略研究

目录

摘要................................................................ I Abstract............................................................ I 1绪论 .............................................................. 1

1.1研究背景及意义 .............................................. 1

1.1.1研究背景 .............................................. 1 1.1.2.理论意义.............................................. 2 1.1.3.现实意义.............................................. 3 1.2逻辑框架与基本内容 .......................................... 3

1.2.1逻辑框架 .............................................. 3 1.2.2研究内容 .............................................. 3 1.3研究方法 .................................................... 4 1.4可能的贡献与不足 ............................................ 4

1.4.1.可能的贡献............................................ 4 1.4.2.可能的不足............................................ 5

2. 基本概念与基本理论............................................... 5

2.1基本概念 .................................................... 5

2.1.1 LED................................................... 5 2.1.2文化板块 .............................................. 8 2.2.基本理论.................................................... 8

2.2.1.企业发展战略理论...................................... 8 2.2.2企业战略的特征 ........................................ 9 2.2.3企业战略管理过程 ..................................... 10

3.雷烁集团外部战略环境分析......................................... 13

3.1.宏观环境(PESTEL）分析...................................... 13 3.2.产业环境分析............................................... 16

3.2.1.波特五力模型分析..................................... 16 3.2.2价值链分析 ........................................... 18

3.2.3.战略群组分析......................................... 20

4.雷烁集团内部资源、能力及利益攸关者期望分析....................... 25

4.1.雷烁照明历史概况........................................... 25 4.2有形的资源与能力分析 ....................................... 27

4.2.1营销服务 ............................................. 27 4.2.2采购 ................................................. 28 4.2.3生产制造 ............................................. 28 4.2.4财务 ................................................. 29 4.3无形的资源与能力分析 ....................................... 30

4.3.1.人力资源和能力....................................... 30 4.3.2.创新能力............................................. 30 4.3.3.声誉................................................. 31 4.4企业内部分析框架VRIO与价值链分析 .......................... 31

4.4.1企业内部分析框架 ..................................... 31 4.4.2价值链分析的基本含义 ................................. 32 4.4.3雷烁集团内部价值链分析 ............................... 32 4.5.利益攸关者的期望分析....................................... 34

4.5.1.公司客户............................................. 34 4.5.2.公司员工............................................. 35 4.5.3.公司股东............................................. 36 4.5.4.公司管理层........................................... 36

5雷烁集团公司LED的营销策略设定 ................................... 37

5.1雷烁集团LED销售策略的SWOT分析 ............................ 37 5.2 BCG矩阵 ................................................... 39 5.3大战略矩阵 ................................................. 40 5.4决策阶段 ................................................... 41

5.4.1营销目标规划 ......................................... 41 5.4.2产品策略 ............................................. 42 5.4.3产品定价策略 ......................................... 43

5.4.3促销策略 ............................................. 44 5.4.5渠道策略 ............................................. 45 5.4.5雷烁集团发展战略的确定 ............................... 46

6. 雷烁集团发展战略的实施.......................................... 48

6.1人力资源体系保障 ........................................... 48 6.2品牌营销体系保障 ........................................... 49 6.3售后服务体系保障 ........................................... 50 6.4企业文化体系保障 ........................................... 50 7总结 ............................................................. 51 参考文献........................................................... 53

摘要

随着中国加入WTO，中国的经济越来越成为世界经济的一个重要的组成部 分。同时，由于美国的金融危机的爆发严重影响到了世界经济市场。世界各国的 企业都在积极应对此次金融风暴带来的各种影响。在这种特殊的情况下，公司必 须研究企业的竞争战略，指明公司的发展方向，期望获得更大的竞争优势，才能 在此次金融风暴和激烈的市场竞争中生存和发展壮大。

2012年雷烁光电科技有限公司成立，是一家集研发、设计、生产、销售、服务为一体的综合照明、电工生产企业。公司现有员工近千人，其中高级工程师6人，技术人员200余人。产品涵盖节能光源系列，LED系列；家居、户外工程及电工开关等领域。公司下辖一个研发中心，一个产业园区、一个配套生产基地、一个物流中心。

目前，雷烁光电科技已拥有行业内领先的灯管、LED配件及整灯、电工产品等先进的生产线。已投入技术型自动插件机，同时已合同购入尖端的LED贴片封装设备。

本文通过对雷烁公司外部环境进行了宏观分析，对市场环境、行业竞争结构、市场需求、公司的优势劣势的重点分析，和公司内部环境的分析，研究了外部环境、内部环境给公司带来的机会和威胁。应用了PEST分析、差异化竞争战略、波特五力模型、SWOT分析、平衡计分卡等分析分法，得出了公司竞争战略的可行方案，制定了公司执行的竞争战略。

最后，阐明了公司竞争战略的实施和控制，通过阐述竞争战略的原则和步骤， 同时对公司战略实施过程中应用科特勒4P营销策略作了详细介绍，对相关的战 略进行了研究和定位。本文还对战略实施中的组织流程再造、创建企业文化等进 行了阐述，保证公司在隐性、不确定的环境因素下获得战略优势，取得战略竞争 的成功。

关键词:竞争战略;战略优势;PEST分析;平衡计分卡

Abstract

I

With China's accession to the WTO, China's economy has become an important part of the world economy. At the same time, the outbreak of the US financial crisis has seriously affected the world economic market. Companies around the world are actively responding to the impact of the financial turmoil. In this particular case, the company must study the competitive strategy of the enterprise, specify the direction of the company's development, expect a greater competitive advantage in order to survive and grow in the financial turmoil and fierce market competition.

2012 Lei Shuo Optoelectronics Technology Co., Ltd. was established, is a research and development, design, production, sales and service as one of the integrated lighting, electrical manufacturing enterprises. Company employees nearly 1,000 people, including six senior engineers, more than 200 technical staff. Products include energy-saving light source series, LED series; home, outdoor engineering and electrical switches, and other fields. The company administered a research and development center, an industrial park, a supporting production base, a logistics center.

At present, Lei Shuo photoelectric technology has the industry's leading lamp, energy-saving lamps and the whole lights, electrical products, and other advanced production lines. Has been put into technology-based automatic plug-in machine, while the contract has been purchased cutting-edge LED patch packaging equipment. Based on the macroscopic analysis of the external environment of Raytheon, this paper analyzes the internal environment, the competitive environment, the market demand, the analysis of the advantages and disadvantages of the company, and the analysis of the internal environment of the company. The external environment and the internal environment are brought to the company Opportunities and threats. The PEST analysis, the differentiated competition strategy, the Porter five force model, the SWOT analysis and the balanced scorecard are analyzed, and the feasible scheme of the company's competitive strategy is obtained, and the competitive strategy is implemented.

Finally, the paper expounds the implementation and control of the company's competitive strategy, and expounds the principles and steps of the competitive strategy.

II

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