【作者】 王彬；

【导师】 蔡亚华；

【作者基本信息】 上海财经大学 ， 企业管理（专业学位）， 2022， 硕士

【摘要】 手机毋庸置疑已经成为人们生活当中的必备品之一。从全球规模的发展来看,2018年至2020年全球手机用户的使用规模由30亿升至35亿,未来预测到2023年将达到41亿的用户规模。分布的区域主要集中在泛太平洋区域占比达到55%,中东及非洲区域的用户占比达到12%。未来的手机用户的增长区域重点在中南亚、撒哈拉以南的非洲和东南亚区域。其中除中国外,人口超10亿以上的印度成为各大手机品牌厂商的兵家必争之地。在南亚、东南亚、中东区域人口过亿的印尼、巴基斯坦、尼日利亚、孟加拉、埃塞俄比亚、菲律宾等新兴市场国家将是各手机品牌厂商重点发力的国家。在国家推行“一带一路”的背景下,手机厂商将是与“一带一路”的沿线国家建立经济融合的命运共同体的贯穿执行力量,从而进入新的发展阶段,同时也能更好的享受到“一带一路”沿线新兴市场所带来的红利。本文以出海企业T公司为研究对象,分析T公司手机业务在海外市场所面临的竞争格局,在此局势下应当采取何种竞争策略指导参与到海外激烈的竞争中,以及通过哪些具体措施落地执行,从而使得T公司在竞争中获得优势以及获得长期健康运营。本文以T公司所处手机行业为背景,以竞争战略理论为指导,综合运用PEST、VRIO、SWOT、波特五力模型等分析方法对手机行业环境、企业竞争力进行层层分析,除此之外,引用大量行业内实际数据及T公司发展历史和真实业务现状对理论分析作为补充佐证,得出当下适合T公司在新兴市场实施的竞争战略。首先,文章从竞争战略理论分析入手,同时对海外手机行业的竞争进行了分析;其次介绍了T公司发展历程与核心手机业务现状,运用PEST模型对宏观环境、手机行业竞争环境进行分析,整体新兴市场人口众多处于经济快速增长阶段,市场容量巨大,发展机会可观。进而对内外部环境进行划分,外部环境详细分析了手机行业竞争格局与消费者分析,由于中国手机品牌的强势入局,竞争已经进入白热化阶段,市场主要由几大头部品牌所垄断,而与新兴市场消费者群体更趋向于年轻化,消费观念有了明显改变,更加注重个性化内容与自我价值追求。内部环境分析中运用VRIO模型对T公司现在拥有的内部资源与能力进行分析,同时通过波特五力模型分析寻找企业核心竞争力,T公司所具有的成功开拓非洲市场经验、始终以用户为中心文化理念以及强大的本地化运营能力等,运用到新市场开拓竞争中。因此,现阶段T公司实施以聚焦战略为主导的竞争战略,聚焦新兴市场年轻用户群体需求,发挥公司现有经验、资源优势,弥补技术开发、供应链能力等方面的短板,在新市场竞争中积累优势。最后,本文从现有的T公司在海外手机业务布局进行着力点分析,梳理了T公司的具体竞争战略落地执行和保证措施建议。为了保证聚焦战略的有效执行,对先行的保障措施进行分析并提出建议改善方案:组织优化改善,提升区域运营、产品规划、产销协同的效率,做好预研、基础研发的衔接;流程优化,在保证原有的多品牌复用基线开发的优势流程基础上引入的IPD流程,改变产品开发原有的固有理念,把产品当做投资来管理和监控,使用全新的绩效牵引;科研团队持续打造,达成国家西部大开发战略,布局多地研发团队,承接不同档位产品,降低研发费用;依据公司文化为底蕴,发挥多品牌运营的优势。通过以上保障措施,使T公司在未来的手机业务的发展过程中战略业务更加清晰,为T公司业务发展提供战略支撑以及实际可落地执行方案,提升T公司竞争能力。更多还原

【Abstract】 There is no doubt that mobile phones have become one of the necessities of people’s life.From the perspective of global scale development,the use scale of global mobile phone users will increase from 3 billion to 3.5 billion from 2018 to 2020,and it is predicted that it will reach 4.1 billion users by 2023.The distribution area is mainly concentrated in the Pan Pacific region,accounting for 55%,and the Middle East and Africa region accounts for 12%.The future growth of mobile phone users will focus on central and South Asia,sub Saharan Africa and Southeast Asia.In addition to China,India,with a population of more than 1 billion,has become a battleground for major mobile phone brand manufacturers.Indonesia,Pakistan,Nigeria,Bangladesh,Ethiopia,the Philippines and other countries with a population of more than 100 million in South Asia,Southeast Asia and the Middle East will be the key countries for mobile phone brand manufacturers.One belt,one road mobile phone manufacturer will one belt,one road,and one belt,one road,and the other is to build the economic integration of the two countries.This will help them to enter the new stage of development and enjoy the bonus brought by the emerging markets along the belt.This article takes Company T,an overseas company,as the research object,analyzes the competitive landscape of overseas markets,to find out what kind of competitive strategy should be adopted in the fierce overseas competition,and what specific measures can be adopted to implement it.To help Company T gain an advantage in the competition and obtains long-term healthy operation.This article takes the mobile phone industry where Company T is located as the background,guided by the theory of competitive strategy,and comprehensively uses analysis methods such as PEST,VRIO,SWOT,and Porter’s five forces model to analyze the mobile phone industry environment and corporate competitiveness.In addition,a large number of actual data of smart phone industry and Company T ’s development history and current business status are used as supplementary evidence for theoretical analysis,to gain the most suitable competitive strategy forCompany T to adopt in this emerging market.First,the article starts with the theoretical analysis of competition strategy,and at the same time analyzes the competition in the overseas mobile phone industry;secondly,it introduces the development history of Company T and the current status of the core mobile phone business,and also uses the PEST model to analyze the macro environment and the mobile phone industry competitive environment.The overall emerging market has a large population and has a rapid economic growth,so that the markets have huge market capacity and considerable development opportunities.Then it has analyzed from the internal and external environment respectively.The external environment starts from the mobile phone industry competition and consumer analysis.Due to the entry of Chinese mobile phone brands,the competition has entered a fierce stage.The market is mainly monopolized by several major top brands,while Consumer groups in the emerging market tend to be younger,their consumption concepts have changed significantly,and they pay more attention to personalized content and the pursuit of self-worth.In the internal environment analysis part,the VRIO model is used to analyze the internal resources and capabilities that Company T currently has,and at the same time,through the Porter ’ s Five Forces model analysis to find out the core competitiveness of the company.Company T has the successful experience in exploring the African market and assists the customer-centric culture concepts all the time.Also,it has strong localized operation capabilities,which can be used in new market development and competition.Therefore,at this stage,Company T needs implement a competitive strategy led by a focus strategy,focuses on the needs of young user groups in emerging markets,take the advantage of the company’s existing experience and resource,makes up for shortcomings in technology development and supply chain capabilities,to better compete and accumulate advantages in emerging markets.At last,this article analyzes the focus of the existing Company T’s overseas mobile phone business layout and sorts out Company T’s specific competitive strategy implementation and assurance measures.In order to ensure the effective implementation of the focus strategy,it puts forward safeguard measures and suggestions for future improvement: Organizational Optimization and improvement-improve the efficiency of regional operation,product planning and production and marketing coordination,and better connect pre-research and basic R&D;Process optimization-Introduce IPD processon the basis of ensuring the original advantage that multi brands reuse baseline development,changing the original inherent concept of product development,managing and monitoring products as investment,and using new performance regulation;Continue to build the scientific research team,to achieve the national western development strategy,arrange a plenty number of local R&D teams to undertake different price level of products,in order to reduce R&D expenses;Based on the company culture,take the advantage of multi-brand operation.Through these measures,try to make Company T’s strategic business clearer in the future development and provide strategic support for Company T’s business development and practical implementation plans,to enhance its competitiveness overall.更多还原