天津奥的斯公司电梯产品竞争战略研究

天津奥的斯公司电梯产品竞争战略研究?摘要1980年瑞士迅达电梯公司开始在江苏昆山合资建厂,拉开了国外电梯进入中国的序幕。

此后,美国奥的斯、日本三菱、日立、芬兰通力、德国蒂森等电梯巨头相继进行合资或独资,至2008年底,外资品牌主导了超过80%的市场份额。

经历了近30年的本土化发展,形成了电梯设计制造、安装调试、维修保养一条龙服务的一个完整行业。

在此过程中,中国电梯产业的产品技术、生产能力、供求关系、顾客需求、战略重点、市场竞争、行业管理等都发生了重大变化。

电梯行业已开始进入一个垄断竞争对峙的市场相对稳定、行业利润水平由利厚转向利均、利薄的产业成熟期,行业迫切需要进行经营观念和产品观念的创新。

在电梯需求持续走高、市场竞争日益白热化、销售利润一路下降的同时, 各大电梯制造商追求全系列产品的提供,在获得规模化发展的同时不断加大对市场的占有,中国电梯市场昀终会走向如同欧美发达国家的市场饱和阶段,如何获得足够的市场份额以保障今后在维修保养市场的竞争优势是每个电梯厂商必做的功课。

电梯合资公司发展的成功得益于中国经济的高速增长和中国制造在海外市场的持续走俏。

多数电梯公司在虽然取得了电梯销售的持续增长,但发展前景严重不一。

天津奥的斯公司合资之初获得了巨大成功,和迅达电梯、三菱电梯一度左右着国内电梯行业的技术和市场发展方向。

近几年来,其电梯销售台量和销售额增长却一路放缓,2008年的销售量甚至出现负增长,这和市场的巨大增长背道而驰。

调查发现,天津奥的斯在产品性价比、舒适性、美观性方面低于主要竞争对手。

公司的先发展后整理的管理政策思路以及无重点的产品覆盖策略给企业经营带来严重挑战。

如何重新调整产品战略重点、规划企业技术资源和调整目标市场对于企业未来发展意义重大。

产品竞争战略的研究很多,专门就电梯产品竞争战略的研究目前尚未发现,我一直服务于天津奥的斯公司,故选择了电梯产品作为研究的课题。

论文在研究方法上采用案例研究问卷调查相结合。

以战略管理理论为指导, 从市场环境以和企业经营状况着手,围绕增强产品竞争能力,扩大市场占有率来论证。

首先对天津奥的斯的发展历史和基本业务进行介绍,描述了公司现状,介绍了国内电梯行业的市场增长状况,尤其是竞争对手的情况,明确了公司当前的行业地位,提出了要研究的问题:天津奥的斯公司如何在面临世界电梯需1?求增加、国内市场增长强劲的环境中挽回不断下滑的销售颓势,制定符合自身发展的产品竞争战略是重点。

其次介绍了论文研究的内容和方法,界定了研究内容。

昀后用框架形式介绍了整篇文章的研究思路。

产品竞争战略又被称为经营战略,重点在于“如何展开竞争”。

一个范围的战略管理过程可以分为战略环境分析、战略选择和评价、战略实施三个阶段。

在描述战略环境时,文章首先分析了天津奥的斯所在行业的宏观环境。

运用PEST分析对政治法律环境、经济环境、社会文化环境和技术环境作了介绍。

在技环境的介绍中描述了未来电梯的发展方向是以节能、信息化和普及型电梯为主。

电梯行业的经济特征则主要表现在规模经济、技术创新、进入退出壁垒和产品盈利能力上。

在分析驱动力量时,发现现阶段电梯行业的驱动力量主要表现为经济的稳定增长,创新能力的增强,西部市场的崛起和维修保养市场的发展等四个方面。

通过分析天津奥的斯面临的主要机会和威胁,可以看出目前电梯产品处于一个比较有吸引力的市场中,应充分利用外部环境所带来的机会进行市场挖掘,同时回避环境威胁。

在介绍公司的内部环境时,文章主要对企业的资源和能力进行了分析和研究,分析的内容包括组织架构、研发能力、市场营销、服务水平、人力资源和产品系列。

另外将企业资源和能力和竞争对手分别做了比较。

明确了公司的优势集中在技术平台、品牌、质量、售后服务等方面,劣势主要集中在自主创新能力弱、市场反应慢、定价过高等方面。

针对天津奥的斯产品所具有的优劣通过问卷调查,印证了分析的结果。

在企业外部分析和内部分析的基础上,我们通过SWOT分析和战略时钟图确立了公司的产品战略实施混合型战略。

为何选择混合型战略,文章分别从可接受性、符合性和可行性进行了论证。

介绍可接受性时分析了技术革新能力、规模经济、产品特色、售后服务水平。

分析符合性时指出了产品应切合市场发展的实际,对普通电梯以成本领先为主,对高档电梯来说以差异化为主。

分析可行性时则论述了如何结合两种产品的市场特点进行混合战略。

昀后得出,混合型战略的选择符合当前的外部环境,实施的结果可以被接受,对于天津奥的斯公司来说也是可行的。

就如何实施混合型战略,共提了七个方面的建议:通过产品开发、提供优质服务等实现高档电梯的差异化;通过产品再设计、零部件的集团采购等来实现普通电梯的低成本战略。

另外,在如何推进信息化建设、加强技术创新、加强人力资源管理、确保维修2?务创造盈利和完善市场营销体系五个方面做了单独介绍。

综上所述,文章通过对天津奥的斯产品经营不佳的表现提出了一定的解决方案,建立了以混合型战略为指导的产品发展方向,同时提出了具体的实施建议。

公司总体战略的制定是个大课题,目前仅对企业产品经营层面的问题做了分析,探求解决途径,没有重点分析电梯的保养服务市场。

全文是以一个特定企业作为研究对象,因而提出的产品战略和提出的战略实施建议具有针对性,但其中有些问题是不少电梯合资企业普遍存在的,因而具有一定的借鉴意义。

关键词:电梯;竞争战略;混合型战略3?AbstractIn 1980 Switzerland Schindler Elevator start a joint venture plant in Kunshan,Jiangsu Province, which initiate other foreign elevator companies entering Chinamarket. Since then, many elevator giants like Otis from USA, Mitsubishi and Hitachifrom Japan, Kone from Finland, Thyssen from Germany have invested inChina byjoint ventures or wholly. As a result, foreign brands dominate more than 80% marketshare to the end of 2008. After almost 30 years of localization development, acomplete one-stop service industry including design and manufacture of elevators,installation, repair and maintenance is formed. During this process, Chinese elevatorindustry, product technology, production capacity, supply and demand, customerneeds, strategic focus, market competition, industry management have changedsignificantly. Elevator industry has come to an industries mature stage which shows astable market of confrontation between the monopolistic competitions, industrialprofit level turned from thick to thin. The industry urgently needs the innovation inbusiness and product conceptAs the elevator demand continued rising, market competition increasinglyheated, sales profits all the way down, major elevator manufacturers to pursue a fullrange of products to offer access to large-scale development of the increasing marketshare, China's elevator market will eventually move toward market saturation stagelike Europe and the United States developed countries. How to get enough marketshares to protect the future follow-up in the lift maintenance market competitiveadvantages is a needful homework of each elevator manufacturers. The success ofElevator joint venture is benefit from China's rapid economic growth and continuingpopularity in overseas markets. Although the majority of Elevator Company getcontinued growth of sales, their development prospects are of a serious mixedTianjin Otis Elevator Company, at the beginning of the joint venture, was a greatsuccess, which lead technology and market development in domestic elevatorindustry with Schindler Elevator and Mitsubishi Elevator. But inrecent years, its4?sales volume and lift sales growth has slowed down all the way. In 2008 salesvolume of Units was even negative growth, which ran counter to the tremendousgrowth. The survey found, Tianjin Otis Products is lower than our major competitorsat cost, comfort, aesthetics aspects. The company's management idea of developmentfirst before management policies organizing as well as non-focus product coveragestrategy brings out a serious challenge. How to re-adjust the focus of product strategy,planning corporate technical resources and adjust the target market for the futuredevelopments of enterprise are of great significance. There are a lot of competitivestrategies of Product research, specifically on the Elevator Products competitivestrategy research has not been found yet. I have been serving in Tianjin Otis ElevatorCompany, so I select Elevator Products as a research topicThesis research methods combine with the questionnaire survey and the case studies, takes Enterprise Strategic Management Theory as guide , from the marketsituation as well as the basic overview of the company, spreading on how toenhanced product competitiveness and expand market share. First of all, we make anintroduction of Tianjin Otis company and its product’s business by describing thecompany's status quo, introducing the growth situation of domestic elevator industry,especially in the case of competitors to clarify the Company's current industryposition, and then put forward what will be research: How to restore the decliningtendency of selling situation in the face of a strong growth in domestic market aswell as oversea market, then establish the competitive strategy in line with thedevelopment of OTIS elevator .secondly, this article explains the content and methodof researching and also defines the research content. It finallyintroduces the researchideas of the entire article by the framework modeThe product competitive strategy is also known as business strategy, it focus on "how to compete." A range of strategic management process can be divided intothree phases, the strategic environmental analysis, strategy selection and evaluation,the implementation of the strategy. In describing the strategic environment, thearticle first analyzes the industry macro environment of Tianjin otis company andmakes an introduction of the political and legal environment, economic environment,5?socio-cultural environment and technological environment by using of PEST analysisIn the introduction of technical environment, it describes the developmentdirection of the lift is based on energy conservation, information-based anduniversal-type elevator in the future. The economic characteristics of the lift industryis mainly manifested in the economies of scale, technologicalinnovation, access toexit barriers and product profitability up. During the analysis of driving force inelevator industry, it was found that the driving force is mainly based on four areas,which contains the steady economic growth, innovation capacity, the growing up ofwestern China market and the rising market of maintenance. Through the mainopportunities and threats analysis of Tianjin Otis, we can see that there is a moreattractive market in the current lift products, every companies should make full useof the opportunity which brought about by external environment, while avoidingenvironmental threatsIn the introduction of the company's internal environment, the article focused onthe analysis of Tianjin OTIS company’s business resources and capacity. The surveyincludes the organizational structure, research and development capabilities,marketing, service levels, human resources and product lines. Andalso make acomparison with the competitors. Then it clarify the company advantages focus ontechnology platform, brand, quality, after-sales service, etc., while weaknessesmainly concentrates in the weak capability of independent innovation, slow marketresponse, high pricing and so on. At the basis of advantages and disadvantages, thispaper carried out a practical investigation and research which confirms the results ofthe analysis. According to SWOT analysis and strategic clock diagram, it clarifiesthe company's product strategy is that mixed strategies mainly in differentiationapplying on high-grade elevators while cost advantage strategy applying on ordinaryones. It also provide basis of establishing mixed strategy. I make a demonstration ofacceptability, compliance and feasibility separately. In analysis of acceptability, Ianalyze technological innovation capacity, economies of scale,productcharacteristics, after-sales service levels. Analysis of compliance indicates thatproducts should meet the actual market development, that is, strategies mainly in6?differentiation applying on high-grade elevators while cost advantage strategyapplying on ordinary ones. In analysis of feasibility it discusses how to apply mixedstrategy by combining the market characteristics of two products. The conclusion isthat Tianjin Otis Elevator Company is qualified to apply differentia strategy onhigh-grade elevators and cost advantage strategy on ordinary ones. These twostrategies adapt current external environment. Its results can be accepted and it alsofeasible for Tianjin Otis Elevator Company. On how to implement a mixed strategy,the article provide seven detailed suggestions: differentiatation in high-gradeelevators by products developing, providing high quality services and so on; low-coststrategy through product re-design, parts purchasing by group for ordinary elevatorIt also put forward concrete proposals in advancing the construction of information,strengthening technological innovation, strengthening the human resourcesmanagement, ensuring repair service to create a profit and improving the marketingsystemIn summary, the article put forward a solution on how to resolving the pooroperating performance of Tianjin otis products ,and then set up a mixedstrategy for guiding the product development direction, meanwhile it provide somespecific recommendations on the way of implementation. It’s a big issue ofestablishing an overall strategy on a company. Till now, we only make some problemanalysis and give some means of the enterprise products, we have not make analysisanother key market which is the maintenance marketThe full text makesresearch on a specific enterprise, therefore the mentioned product strategy and strategy implement suggestions are pertinent. But some of itsproblems are ubiquitous in quite a number of joint ventures, the conclusion still has acertain referential significance in the whole elevator industry Keywords: elevator;competitive strategy;mixed strategy7?目录第1 章绪论.11.1公司简介11.2论文研究背景. 11.2.1世界电梯需求增加21.2.2国内需求强劲 21.2.3电梯行业竞争激烈31.3论文研究目的和拟解决的问题31.4论文方法和结构5第2章公司外部环境分析62.1宏观环境分析. 62.1.1政治与法律环境. 72.1.2经济环境 102.1.3社会文化环境102.1.4电梯技术环境112.1.5宏观环境分析结论. 132.2电梯行业分析 132.2.1主要经济特性分析. 142.2.2五力模型分析152.2.3驱动因素分析202.2.4电梯行业分析结论. 212.3天津奥的斯机会与威胁分析 21 2.3.1主要机会分析21I?2.3.2主要威胁分析232.4本章小结. 25第3章公司内部环境分析..263.1企业能力分析 263.1.1组织架构. 263.1.2研发和生产 273.1.3市场营销. 273.1.4服务能力. 273.1.5人力资源. 283.1.6产品系列. 293.2产品优劣势分析. 303.2.1优势 303.2.2劣势 323.3产品调查研究及分析 333.4本章小结. 38第4章公司产品竞争战略选择.394.1天津奥的斯电梯产品SWOT分析. 39 4.2天津奥的斯产品战略确定414.2.1产品战略理论基础. 414.2.2混合型战略确定 434.3 战略确定的依据. 44第5章公司产品竞争战略实施建议48 5.1高档电梯的差异化485.2普通电梯的成本领先 51II?5.3推进信息化建设. 545.4加强技术创新 555.5加强人力资源管理565.6服务领先、创造盈利 575.7完善市场营销体系59第6 章结论..61参考文献63致谢.65附录.65III?图表索引图1-1:天津奥的斯2008年业务比例 (1)图1-2:中国电梯产量及国内订单一览表 (3)图 1?3:天津奥的斯市场占有率走势图 (4)图1-4:论文研究框架 (5)图2-1:企业PEST分析图 (7)图2-2:五力模型 (15)图2-3:1994~2007年中国电梯进出口数量统计表 (23)图3-1:天津奥的斯电梯公司组织架构 (26)图3-2:2005年~2008年天津奥的斯高档、普通电梯销售比较 (30)图3-3:电梯市场主要竞争对手调查表 (34)图3-4:电梯市场购买因素调查 (35)图3-5:电梯品牌比较调查 (36)图3-6:电梯价格调查比较 (36)图3-7:电梯技术关注度调查 (37)图4-1:电梯产品SWOT分析 (39)图4-2:战略时钟图..................................................................42表1-1:世界电梯市场需求 (2)表2-1:电梯行业标准目录 (8)表2-2:主要电梯厂商市场份额 (16)表3-1: 天津奥的斯公司员工年龄分类 (28)表3-2: 天津奥的斯公司人才分类变动表 (28)表3-3: 天津奥的斯电梯公司2006-2008年人才流失情况统计表 (29)表3-4:天津奥的斯产品汇总表 (29)表3-5:主要电梯生产商工厂设计产能比较表 (31)表3-6:2005年初电梯厂商主要梯型对照表 (32)表3-7:电梯装饰性调查 (37)表5-1:OTIS3200、OTIS3100电梯速度载重规格表 (52)表5-2: 天津奥的斯产品型号-1 (49)表5-3: 天津奥的斯产品型号-2 (52)IV天津奥的斯公司电梯产品竞争战略研究?第1章绪论?1.1公司简介天津奥的斯公司成立于1984年,由美国奥的斯电梯公司、中国国际信托投资公司和天津市电梯公司三方合资组建。