【作者】 张杰；

【导师】 王谦；

【作者基本信息】 西南交通大学 ， 工商管理， 2006， 硕士

【摘要】 随着国民经济的不断发展，近年来我国工程机械行业高速增长。据统计，2004年我国工程机械行业实现销售收入1157亿元，总利润57.4亿元。据专家预测，今后5～10年我国工程机械行业年均增长幅度将保持在两位数，预计2010年总产值将达到1500亿元。国际知名企业如卡特彼勒、英格索兰、沃尔沃、小松、现代、戴纳派克、法亚、日立等悉数在我国合资或独资建厂，逐鹿工程机械市场。由此可见，工程机械行业的竞争会进一步加剧。工程机械作为一种生产资料，各个机种均不具有垄断性的市场结构，近似品、替代品层出不穷。在我国宏观经济调控、产能过剩、工程机械买方市场已经形成和市场竞争日趋激烈的环境下，我国工程机械制造企业正面临着巨大的风险，而且部分产品低价竞争，大打价格战，使企业利润下降，缺乏发展后劲，有的甚至难以维持，这种无序竞争现在甚至于发展到国际市场上，出口企业竞相压价，把大量利润让给了境外代理商，同时也增加了国外反倾销的可能性。企业领导，忙于日常事务的管理，只重视短期企业的经营状况，在对企业发展考虑上，则只停留在力争明年比今年在产值和销售收入要增加多少等具体指标，对企业经营发展战略考虑和研究甚少，更没有具体工作布置。 为了使川建公司更好地适应环境，挖掘企业内部潜力，本文运用企业战略管理的有关理论，以川建公司的发展战略为例，探讨了工程机械制造企业的发展战略。本文在论述过程中是以阐述理论基础，发现问题，分析问题，解决问题，得出结论的逻辑顺序来进行。首先，本文在第二章综述企业竞争分析方法、竞争战略和核心竞争能力理论的基础上，为分析和解决企业实际问题建立理论基础。其次，在第三章中本文通过波特的五力分析与SWOT分析方法对川建公司所面临的宏观环境、行业环境、自然资源状况等外部环境进行分析；分析了企业内部条件，找出企业发展的优势和劣势。在对竞争环境分析后，作者在第四章拟定了公司的战略目标定位，结合公司的行业特征制订了三种备选的战略方案：低成本、差异更多还原

【Abstract】 With the continuous growth of national economy, the in China has experienced rapid development. Statistical data show that the sales income of China’s engineering mechanical industry was 115.7 billion Yuan and the gross profit was 7.74 billion Yuan. Experts predict the gross output value of China’s engineering mechanical industry will reach 150 billion Yuan in 2010. Many famous international companies such as Volvo,Hyundai and Hitachi, have built factories in joint venture or sole investment form in China, to compete the engineering mechanical market. Thus it can be seen the competition of this industry will be fiercer. As a kind of productive material, every type of engineering machine has no monopoly market structure, and the approximator and replacer are emerging in endlessly. Under the fierce competition condition, China’s engineering machine manufacturing enterprises are faced with great risk. Furthermore, the leaders of enterprises devote little to the consideration of operation and development strategy because of being busy with routine affairs.To make Chuan Jian Co., Ltd. further adapt to circumstances and tap the internal latent power of enterprises, this paper discusses the development strategy of engineering machine manufacturing enterprises by using related theories of enterprise strategy management and taking the development strategy of Chuan Jian Co., Ltd. This discussion is in following logic order: explaining theory base, discovering problem, analyzing problem, solving problem and drawing conclusions. Chapter 2 summarizes the enterprise competition analysis method, competition strategy and core competitiveness in order to establish the theoretic foundation for analyzing and solving practical problems in enterprises. Chapter 3 analyses the internal circumstances of the enterprise and finds out the advantages and disadvantages for the development of the enterprise by adopting Porter’s Five Forces analysis mode and SWOT analysis method更多还原