QL公司技术创新战略研究
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摘要
庆铃公司我国汽车行业的14家重点骨干企业之一，是重庆市大型国有独资企业。经过十几年快速超常规的发展，建立了很多竞争优势。但近来连续数年，庆铃公司的汽车产量都在3～4万台之间徘徊，企业发展步伐减慢，尤其在2001年庆铃公司产量和销量出现了首次下降。现在国内市场竞争非常激烈，国内大量竞争者纷纷模仿庆铃产品，以低价位的产品冲击庆铃的市场；同时在中国加入WTO后，汽车关税大幅度下调，进口整车价值随之下降，对庆铃公司这种生产高品质高价位产品的企业来讲，进口整车对庆铃的市场相对影响较大。可以说，目前庆铃公司正处于一个走向下降或上升的战略转折点上，此时此刻企业应加强战略管理研究，查找出自身问题，通过正确决策和不断创新变革，筑固和发展竞争优势，保持企业持续发展，促进重庆地方经济发展。论文在此背景下，运用竞争战略及技术创新相关的理论和方法对庆铃公司如何在战略选择、核心竞争力识别及技术创新战略的实施等几方面进行了详细分析研究。
论文首先对竞争战略理论及技术创新理论进行了总结和回顾。提练出企业在采用技术创新战略的理论框架，“企业竞争战略选择——核心竞争力识别——技术创新能力实施”。其次从技术创新角度对国内商用车行业技术创新存在问题的原因进行了分析，分析总结了国外商用车行业技术创新发展历程和发展趋势，弄清了商用车行业技术创新的客观规律。第三，对庆铃公司竞争战略选择分别从内外部环境因素进行了分析。在进行外部环境因素分析时，从宏观经济形势、国家相关政策、消费者及市场需求等几个方面入手，重点按庆铃公司的产品系列分车型进行了对竞争对手的详细对比分析。在进行内部环境因素分析时综合分折了庆铃公司内部产品技术、生产资源等相关要素。找出了庆铃公司在当前状态下企业的优势、劣势、存在进一步发展的机会和面临的外部威胁，进而识别出庆铃公司核心竞争力，提出了差异化聚集战略就是要把技术创新作为庆铃公司核心竞争力来培育，接着从观念创新、组织创新、人才培养等方面来如何实施提出具体建议。
最后的结论是，庆铃公司的发展要想迈上新台阶，构筑可持续发展的基石，应将技术创新能力作为企业核心竞争力来培育，做到①在观念上树立技术国际化理念、抛弃大而全思想，技术创新上“坚持有所为有所不为”突出重点的思维；②在企业组织结构上建立开发、生产、销售一体化敏捷适应市场机制；③在人才培育上建立“双轨制迁升制”形成一个有利快速成才的激励机制。
Qlmotors is one of 14 point key enterprises in Chinese profession's business vehicle company,It is stair State-owned business enterprises in chongqing. Pass by several decade development, It is a lot of to compete the advantage have already is established. But, in continuous few yearseses, The company's yield is always at 3 to 4 ten thousand on the prowl. Particularly in 2001, Yield descent. Face the local large quantity competition then falsely be to compete the way, and pass the mimicry to celebrate the bell product to pound at to celebrate with the low price a bell market sum.At the same time the significant getdown.Abroad company of tariff of WTO affiliation empress car use the car right celebrate the bell company like this the product of high quantity high price is opposite speak the influence larger. Can say, and now company be placed in an alignment the strategy twist that the point top, how business enterprise is checked seek the problem of the oneself, how the to ascend the new step again, at this time and now the business enterprise should pass right of of decision with continuously of creative replace, how to building with develop the oneself competition advantage, and keep to keep on increase, Promoting heavy celebrate the municipal place economy of development.
This thesis application competition the strategy and technique set up the related theories with the method right QL.company from celebrate the bell company to choose the core competition ability to identify the technique from the competition strategy and set up the strategied to puts to proceeds into practice the analysis research .The theories, technique of right competition strategy set ups the theories to proceeds the summaries with look back first, and refine out the theories frame, "competition strategy - core competition ability - technical innovation ability", pass to the problem's reason that the local company use the garage industry the proceeding technical innovation esse analyze, and draw lessons from the abroad company to use the garage industry the technique the creative development the history with trend, lane the pure company use the objective regulation that set up of technique of garage industry .Right QL company exterior the environment the actual analysis, and pass right objective economy, national policy, market analysis estimate with divide the car type to categorize contrast to profession rival, again right celebrate the internal product technique of bell company, produce resources etc. related main factor proceed analysis contrast, find out to QL.company under the current appearance the business enterprise's advantage, bad situation, exsit the
opportunity of the further development with threat that face, enter but choose the inside application to compete in the competition strategy the strategy bring upped the deviation the gathering the strategy, with the technique creative the conduct and actions celebrate the bell company core the competition ability to grow, immediately after thesis is from the idea creative, organize creative, the talented person grow to wait the aspect come how to into practice the Building bring up the concrete suggestion:
Finally of conclusion is: Qlmotors want to head into new step. Building can keep on the development's sill. Strategy of its competition should for then grow the business enterprise technique creative the ability be used as the deviation of the core competition ability the gathering the strategy.And attain the firster is to set up the technique internationalization the principle on the ideaabandon big but the whole thought, technique is creative to up insist to have for have not for;The seconder is organizes to up establish developments, produce, sale nimble mechanism in orientation market of integral whole ;The third is talented person grows to establish a systemses to move to rise the manufacturing to become an advantage the fleetnesses just of encourage the mechanism.
论文首先对竞争战略理论及技术创新理论进行了总结和回顾。提练出企业在采用技术创新战略的理论框架，“企业竞争战略选择——核心竞争力识别——技术创新能力实施”。其次从技术创新角度对国内商用车行业技术创新存在问题的原因进行了分析，分析总结了国外商用车行业技术创新发展历程和发展趋势，弄清了商用车行业技术创新的客观规律。第三，对庆铃公司竞争战略选择分别从内外部环境因素进行了分析。在进行外部环境因素分析时，从宏观经济形势、国家相关政策、消费者及市场需求等几个方面入手，重点按庆铃公司的产品系列分车型进行了对竞争对手的详细对比分析。在进行内部环境因素分析时综合分折了庆铃公司内部产品技术、生产资源等相关要素。找出了庆铃公司在当前状态下企业的优势、劣势、存在进一步发展的机会和面临的外部威胁，进而识别出庆铃公司核心竞争力，提出了差异化聚集战略就是要把技术创新作为庆铃公司核心竞争力来培育，接着从观念创新、组织创新、人才培养等方面来如何实施提出具体建议。
最后的结论是，庆铃公司的发展要想迈上新台阶，构筑可持续发展的基石，应将技术创新能力作为企业核心竞争力来培育，做到①在观念上树立技术国际化理念、抛弃大而全思想，技术创新上“坚持有所为有所不为”突出重点的思维；②在企业组织结构上建立开发、生产、销售一体化敏捷适应市场机制；③在人才培育上建立“双轨制迁升制”形成一个有利快速成才的激励机制。
Qlmotors is one of 14 point key enterprises in Chinese profession's business vehicle company,It is stair State-owned business enterprises in chongqing. Pass by several decade development, It is a lot of to compete the advantage have already is established. But, in continuous few yearseses, The company's yield is always at 3 to 4 ten thousand on the prowl. Particularly in 2001, Yield descent. Face the local large quantity competition then falsely be to compete the way, and pass the mimicry to celebrate the bell product to pound at to celebrate with the low price a bell market sum.At the same time the significant getdown.Abroad company of tariff of WTO affiliation empress car use the car right celebrate the bell company like this the product of high quantity high price is opposite speak the influence larger. Can say, and now company be placed in an alignment the strategy twist that the point top, how business enterprise is checked seek the problem of the oneself, how the to ascend the new step again, at this time and now the business enterprise should pass right of of decision with continuously of creative replace, how to building with develop the oneself competition advantage, and keep to keep on increase, Promoting heavy celebrate the municipal place economy of development.
This thesis application competition the strategy and technique set up the related theories with the method right QL.company from celebrate the bell company to choose the core competition ability to identify the technique from the competition strategy and set up the strategied to puts to proceeds into practice the analysis research .The theories, technique of right competition strategy set ups the theories to proceeds the summaries with look back first, and refine out the theories frame, "competition strategy - core competition ability - technical innovation ability", pass to the problem's reason that the local company use the garage industry the proceeding technical innovation esse analyze, and draw lessons from the abroad company to use the garage industry the technique the creative development the history with trend, lane the pure company use the objective regulation that set up of technique of garage industry .Right QL company exterior the environment the actual analysis, and pass right objective economy, national policy, market analysis estimate with divide the car type to categorize contrast to profession rival, again right celebrate the internal product technique of bell company, produce resources etc. related main factor proceed analysis contrast, find out to QL.company under the current appearance the business enterprise's advantage, bad situation, exsit the
opportunity of the further development with threat that face, enter but choose the inside application to compete in the competition strategy the strategy bring upped the deviation the gathering the strategy, with the technique creative the conduct and actions celebrate the bell company core the competition ability to grow, immediately after thesis is from the idea creative, organize creative, the talented person grow to wait the aspect come how to into practice the Building bring up the concrete suggestion:
Finally of conclusion is: Qlmotors want to head into new step. Building can keep on the development's sill. Strategy of its competition should for then grow the business enterprise technique creative the ability be used as the deviation of the core competition ability the gathering the strategy.And attain the firster is to set up the technique internationalization the principle on the ideaabandon big but the whole thought, technique is creative to up insist to have for have not for;The seconder is organizes to up establish developments, produce, sale nimble mechanism in orientation market of integral whole ;The third is talented person grows to establish a systemses to move to rise the manufacturing to become an advantage the fleetnesses just of encourage the mechanism.
引文
[1]邵一明、蔡启明、刘松先．企业战略管理．立信会计出版社．2002
[2]波特．竞争战略．清华大学出版社．1998
[3]费雷德·R·戴维．李克宁译．战略管理．经济科学出版社．2001
[4]刘守英主编．45位战略家谈如何建立核心竞争力．中国发展出版社．2002
[5]CHARLFSI．JOHES(美)．蒲勇健译．新经济增长理论．重庆大学工商管理学院．2001
[6]塞凤等主编．生产率与支柱产业发展．中国人民出版社．1994
[7]陈少兵．汽车工业技术创新规律．华中理工大学博士论文，1998
[8]傅家冀．技术创新-中国企业发展之路．企业管理出版社．1992
[9]孙健．海尔的企业战略．企业管理出版社．2002
[10]张晓虞主编．中国汽车行业．中国汽车行业编辑部出版．2001
[11]张华．汽车动力系统．轻型汽车技术．2002(3)
[12]杨波．入世后我国汽车工业战略重组方式研究．汽车研究．2000(2)
[13]中国加入WTO汽车部分谈判结果．中国汽车技术中心2001
[14]邹峰．商用汽车市场分析．汽车研究．2001(1)
[15]鲁志兵．专用车产品技术发展．轻型汽车技术．2001(5)
[16]未来10年中国商用车分析．东风汽车公司课题报告．2001
[17]刘冀生．企业经营战略．清华大学出版社．1995
[18]菲利普·科特勒．梅汝和 梅清豪 张桁译．营销管理．上海人民出版社．2001
[19]张晓虞主编．汽车工业行业十五规划．经贸委行业规划司．2001
[20]波特．陈小悦译．竞争优势．华夏出版社．2002
[21]李忱，李颖时．企业竞争优势中的协同效应分析．中外管理导报．2002(2)
[22]蒋明新主编．企业经营战略．西南财经大学出版社．2001
[23](美)Arthur A,Ihompson. Jr, A·J·strickland Ⅲ. strategic Managemant-concepts and cases. 机械工业出版社．2001
[24](美)John M. Ivancevich. Human Resource. 机械工业出版社．2002[2]《汽车工业技术创新的规律及其经济性分析》
[25]David LEI,Joha W. Sloum,Robert A.Pitts. Designing Organization for Competitive. 1998
[26]Michael A.Hitt. Strategic Management :Competitiveness and Globalization, Concepts and Cases Paperback.2000
[28]Lorange ,P and Vancil, R. A .Strategic planning systems .Englewood cliffs, N J: Prentice-Hall.1997
[29] Sanchez R:and Aime Heene. Strategic Learning and knowlekge Management, New York: John Wiley&Sons. 1990
[30] Broadberry S.N.,Technological Leadership and Productirily Leadership in Manufacturing since the Industrial Revolusion:Implications for the Convergence Debate. The Economec Journal, Vol.104No.423 March 1994
[31] Abernathy W., The Productively Dilemma- Roadblock to Innovation in the Automobile Industry. The Johns Hopkins University Press/Baltimove and London, 1978
[32] Altshuler A. The Future of the Automobile. Massachusetts Insititute of Technology, 1984
[33] Chapman K,Humphrys G.Technical Change and Industrial Policy. The Institute of British Geographers, 1987
[2]波特．竞争战略．清华大学出版社．1998
[3]费雷德·R·戴维．李克宁译．战略管理．经济科学出版社．2001
[4]刘守英主编．45位战略家谈如何建立核心竞争力．中国发展出版社．2002
[5]CHARLFSI．JOHES(美)．蒲勇健译．新经济增长理论．重庆大学工商管理学院．2001
[6]塞凤等主编．生产率与支柱产业发展．中国人民出版社．1994
[7]陈少兵．汽车工业技术创新规律．华中理工大学博士论文，1998
[8]傅家冀．技术创新-中国企业发展之路．企业管理出版社．1992
[9]孙健．海尔的企业战略．企业管理出版社．2002
[10]张晓虞主编．中国汽车行业．中国汽车行业编辑部出版．2001
[11]张华．汽车动力系统．轻型汽车技术．2002(3)
[12]杨波．入世后我国汽车工业战略重组方式研究．汽车研究．2000(2)
[13]中国加入WTO汽车部分谈判结果．中国汽车技术中心2001
[14]邹峰．商用汽车市场分析．汽车研究．2001(1)
[15]鲁志兵．专用车产品技术发展．轻型汽车技术．2001(5)
[16]未来10年中国商用车分析．东风汽车公司课题报告．2001
[17]刘冀生．企业经营战略．清华大学出版社．1995
[18]菲利普·科特勒．梅汝和 梅清豪 张桁译．营销管理．上海人民出版社．2001
[19]张晓虞主编．汽车工业行业十五规划．经贸委行业规划司．2001
[20]波特．陈小悦译．竞争优势．华夏出版社．2002
[21]李忱，李颖时．企业竞争优势中的协同效应分析．中外管理导报．2002(2)
[22]蒋明新主编．企业经营战略．西南财经大学出版社．2001
[23](美)Arthur A,Ihompson. Jr, A·J·strickland Ⅲ. strategic Managemant-concepts and cases. 机械工业出版社．2001
[24](美)John M. Ivancevich. Human Resource. 机械工业出版社．2002[2]《汽车工业技术创新的规律及其经济性分析》
[25]David LEI,Joha W. Sloum,Robert A.Pitts. Designing Organization for Competitive. 1998
[26]Michael A.Hitt. Strategic Management :Competitiveness and Globalization, Concepts and Cases Paperback.2000
[28]Lorange ,P and Vancil, R. A .Strategic planning systems .Englewood cliffs, N J: Prentice-Hall.1997
[29] Sanchez R:and Aime Heene. Strategic Learning and knowlekge Management, New York: John Wiley&Sons. 1990
[30] Broadberry S.N.,Technological Leadership and Productirily Leadership in Manufacturing since the Industrial Revolusion:Implications for the Convergence Debate. The Economec Journal, Vol.104No.423 March 1994
[31] Abernathy W., The Productively Dilemma- Roadblock to Innovation in the Automobile Industry. The Johns Hopkins University Press/Baltimove and London, 1978
[32] Altshuler A. The Future of the Automobile. Massachusetts Insititute of Technology, 1984
[33] Chapman K,Humphrys G.Technical Change and Industrial Policy. The Institute of British Geographers, 1987
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