导　　师： 宋铁波

学科专业： 120202

授予学位： 硕士

作　　者： ;

机构地区： 华南理工大学

摘　　要： SCTR公司是我国第一家引进技术专业生产子午线轮胎的企业,也是目前我国华南地区最大的子午线轮胎生产基地,本世纪初SCTR公司依靠在高性能轮胎的先动抓住了国际市场机会,取得了较好的经济效果。但是近年来随着我国汽车市场的迅猛发展,世界轮胎巨头强势进入国内,国内轮胎企业快速模仿与成长,再加上国家外贸政策的调整,国际贸易壁垒、技术壁垒,及原材料价格的不断上涨,严重影响了SCTR公司的利润水平。当前,如何适应市场环境的变化,制订出适合自身发展的战略,提高企业竞争力,对SCTR公司的生存发展具有重要的现实意义。 本文以SCTR公司为研究对象,通过运用战略管理的理论和方法,运用PESTEL框架模型分析总体环境,运用五力模型分析行业环境及行业竞争对手分析,阐述了SCTR公司必须抓住当前由国内经济高速发展、国家产业政策的扶持、企业集中度不高所带来的机会,同时运用价值链工具按照VRIO标准进行企业的能力和资源分析,得出企业的低成本及国际先动优势,并用SWOT框架对威胁与机会、优势和劣势进行归纳,制定出公司“创造中国的世界名牌,中国最耐磨的轮胎”战略意图及“五年内增产50/%,净资产收益率居国内同行业前三位”企业目标,确立SCTR公司未来几年的国内国际市场战略定位,并进行战略的选择:在业务单元战略里选择低成本、差异化战略;并据此提出战略实施的建议,调整组织结构、流程与公司战略相适应,通过建立与战略相匹配的营销策略、人员管理、信息管理、技术管理等促进战略成功。并就如何管理战略的变革提出应当关注的重点。从而为SCTR公司的今后的战略转变提供参考,也可为中国其他的大中型轮胎企业提供有益的借鉴。 SCTR is the first company in China to specialize in the production of radial tires by introducing advanced technology, and is currently the largest radial tire production base in south China. Since the beginning of this century, SCTR, relying on the initial movement in the high-performance tire industry, has seized the opportunity in the international market, and obtained appreciable economic results. But in recent years, with the rapid development of China's auto market, the world's tire giants have strongly squeezed into the country, and the domestic tire companies have quickly imitated and grown up, coupled with the adjustment of national foreign trade policy, international trade barriers, technical barriers, and the rising raw material prices, all of which have brought serious impacts on the profit level of SCTR. At present, it is of important practical significance for the survival and development of SCTR to adapt to changes in market conditions, formulate a strategy for its own development, and improve the competitiveness of the Company. This paper, taking SCTR Company as the research object, analyzed the overall environment by use of strategic management theory and method, and PESTEL framework; analyzed the industry environment and industry competitor by use of five forces model; explained that SCTR must seize the opportunities offered by the current rapid development of domestic economy, support of national industrial policy, and less corporate concentration; and also analyzed the business capacity and resources by use of value chain tool in accordance with VRIO standard, and concluded that the company has the advantage of low cost and international initial-movement; summed up the threats and opportunities, advantages and disadvantages by use of SWOT framework, and worked out the strategic intent of 'Create world famous brand in China, and produce China's most durable tire', as well as the business goal of 'Increase the production by 50/% within five years with return-on-equity ranking in top three of the same industry', so as to establish SCTR's strategic position in domestic and international markets during next few years; and made strategic choices: choose low-cost, differentiation strategy in the business unit strategy, and proposed the implementation of strategies accordingly: adjusting the organizational structure and processes to match the Company's strategy, and ensuring the strategic success by establishing marketing strategy compatible with the Company’s strategy and performing personnel management, information management, technology management and so on. In addition, this paper also raised the key points concerning the management of changes in strategy, so as to provide a reference for SCTR’s change in future strategy, as well as a helpful reference to other China’s large or medium-sized tire enterprises.

关 键 词： 轮胎企业 战略定位 战略选择 核心竞争力

分 类 号： [F272 F426.72]

领　　域： [经济管理] [经济管理] [经济管理]