中国南车戚墅堰所转企后的市场战略研究
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摘要
科研院所是从事科学技术研究的重要组织机构,在科学技术创新、推动社会发展方面发挥着重要的作用。我国科研院所在推动科学技术进步和经济社会的同时,由于体制和机制的原因,使得科研体制与经济社会需求之间的矛盾越来越突出,一方面科研成果脱离经济社会需求,另一方面许多科研成果无法及时有效地转化为生产力。因此,对科研体制进行改革,实现科研开发与市场的有效对接,是必然的趋势。
中国南车戚墅堰所随着国家科研体制改革大趋势完成转制之后,面临着市场生存和发展问题,市场战略经历了一个由摸索到明朗,再到主动设计的发展过程。本文选取转制后的戚墅堰所市场战略作为研究对象,在对戚墅堰所四大核心业务过去八年经营规模和盈利能力进行分析基础上,研究了四大核心业务在不同阶段的市场战略演绎变化路径,将定性分析与定量分析相结合,通过对戚墅堰所SWOT战略组合进行分析和四大核心业务未来销售进行预测,制定了实现未来目标的市场战略,提出了实现目标的保障措施,为戚墅堰所未来市场战略的实施提供参考。
本文研究内容和创新点主要体现在一下几个方面：
(1)研究了转制后的戚墅堰所市场战略演变过程。根据戚墅堰所市场发展状况,将戚墅堰所发展过程划分为转制初期、成长期和快速发展期三个阶段,研究了三个阶段市场目标选择的演变过程。
(2)研究了戚墅堰所四大核心业务竞争能力。在研究分析四大产业发展形成过程的基础上,根据历史财务数据,分析了轨道交通装备关键零部件、齿轮传动、工程机械和汽车零部件等四大核心业务的经营规模和盈利能力等变化过程,反应了戚墅堰所四大核心业务的动态状态。
(3)利用统计学理论与方法对戚墅堰所四大核心业务未来销售收入进行预测,构建了四大核心业务销售收入与相应自变量之间的回归方程,揭示了宏观指标与微观指标之间的内在关系,在此基础上对2015年四大核心业务的销售收入情况进行了预测,并根据预测结果,对戚墅堰所四大核心业务未来的市场战略进行了设计。
(4)提出了戚墅堰所组织机构优化、技术创新、人才队伍建设、供应链管理、投资并购及企业文化等相关措施,为顺利推进落实戚墅堰所市场战略提供了保障。
As important scientific and technological organizations, scientific research institutions play a key role in technical innovation and promotion of social development. However, the conflict between the organization system and the economic and social demands becomes increasingly outstanding due to the research system and mechanism. On one hand, some scientific research findings are out of line with the needs of economic society, and on the other hand, many research achievements cannot be timely and effectively translated into productivity. The reform of scientific research system and the effective matching of research&development projects and market demands therefore become the consequent trend.
Following the megatrend of reform of national scientific research system, CSR Qishuyan Research Institute (hereinafter referred to as QSYRI) implemented its company-oriented transformation, and its market strategy went through inevitably a process from fumble to clear, and further to initiative planning. Based on the analysis of business volume and profitability of QSYRI's4core business sectors over the past8years, this paper targets the market strategy applied after the transformation of organization system and studies the evolution and route of market strategy implemented in the4core business sectors at different stages by means of qualitative, quantitative and SWOT analyses in combination with the sales prediction of the4sectors in the next few years. The paper also proposes QSYRI's market strategies for the future, along with feasible supporting measures to achieve the goal.
The contents and innovative ideas of this paper are highlighted in the following aspects:
(1) The evolution of QSYRI's market strategy applied after its organization transformation is studied. Considering its marketing situation, QSYRI's development is divided into initial stage, growth stage and rapid development stage in terms of the transition of market target selection at the3stages.
(2) The competitive power of QSYRI's4core business sectors is discussed. Based on the historical financial data, the development of business volume and profitability of the4sectors, involving key parts and components for rail transit equipment, gear transmissions, track maintenance machinery and auto parts, is analyzed, which indicate their dynamic states.
(3) A prediction is made of the sales revenue of the4sectors for the next few years with the aid of statistical theories and methods, and regression equations between their sales revenue and corresponding independent variables are established, revealing the internal relations between macro indicators and micro indicators. On that basis, market strategies for the4sectors for the future are planned in accordance with the sales prediction.
(4) Relative measures, such as optimization of organization structure, technological innovation, talent cultivation, supply chain management, investment, merger&acquisition, corporate culture, etc., are proposed for the purpose of smoothly driving the implementation of market strategies for QSYRI.
中国南车戚墅堰所随着国家科研体制改革大趋势完成转制之后,面临着市场生存和发展问题,市场战略经历了一个由摸索到明朗,再到主动设计的发展过程。本文选取转制后的戚墅堰所市场战略作为研究对象,在对戚墅堰所四大核心业务过去八年经营规模和盈利能力进行分析基础上,研究了四大核心业务在不同阶段的市场战略演绎变化路径,将定性分析与定量分析相结合,通过对戚墅堰所SWOT战略组合进行分析和四大核心业务未来销售进行预测,制定了实现未来目标的市场战略,提出了实现目标的保障措施,为戚墅堰所未来市场战略的实施提供参考。
本文研究内容和创新点主要体现在一下几个方面：
(1)研究了转制后的戚墅堰所市场战略演变过程。根据戚墅堰所市场发展状况,将戚墅堰所发展过程划分为转制初期、成长期和快速发展期三个阶段,研究了三个阶段市场目标选择的演变过程。
(2)研究了戚墅堰所四大核心业务竞争能力。在研究分析四大产业发展形成过程的基础上,根据历史财务数据,分析了轨道交通装备关键零部件、齿轮传动、工程机械和汽车零部件等四大核心业务的经营规模和盈利能力等变化过程,反应了戚墅堰所四大核心业务的动态状态。
(3)利用统计学理论与方法对戚墅堰所四大核心业务未来销售收入进行预测,构建了四大核心业务销售收入与相应自变量之间的回归方程,揭示了宏观指标与微观指标之间的内在关系,在此基础上对2015年四大核心业务的销售收入情况进行了预测,并根据预测结果,对戚墅堰所四大核心业务未来的市场战略进行了设计。
(4)提出了戚墅堰所组织机构优化、技术创新、人才队伍建设、供应链管理、投资并购及企业文化等相关措施,为顺利推进落实戚墅堰所市场战略提供了保障。
As important scientific and technological organizations, scientific research institutions play a key role in technical innovation and promotion of social development. However, the conflict between the organization system and the economic and social demands becomes increasingly outstanding due to the research system and mechanism. On one hand, some scientific research findings are out of line with the needs of economic society, and on the other hand, many research achievements cannot be timely and effectively translated into productivity. The reform of scientific research system and the effective matching of research&development projects and market demands therefore become the consequent trend.
Following the megatrend of reform of national scientific research system, CSR Qishuyan Research Institute (hereinafter referred to as QSYRI) implemented its company-oriented transformation, and its market strategy went through inevitably a process from fumble to clear, and further to initiative planning. Based on the analysis of business volume and profitability of QSYRI's4core business sectors over the past8years, this paper targets the market strategy applied after the transformation of organization system and studies the evolution and route of market strategy implemented in the4core business sectors at different stages by means of qualitative, quantitative and SWOT analyses in combination with the sales prediction of the4sectors in the next few years. The paper also proposes QSYRI's market strategies for the future, along with feasible supporting measures to achieve the goal.
The contents and innovative ideas of this paper are highlighted in the following aspects:
(1) The evolution of QSYRI's market strategy applied after its organization transformation is studied. Considering its marketing situation, QSYRI's development is divided into initial stage, growth stage and rapid development stage in terms of the transition of market target selection at the3stages.
(2) The competitive power of QSYRI's4core business sectors is discussed. Based on the historical financial data, the development of business volume and profitability of the4sectors, involving key parts and components for rail transit equipment, gear transmissions, track maintenance machinery and auto parts, is analyzed, which indicate their dynamic states.
(3) A prediction is made of the sales revenue of the4sectors for the next few years with the aid of statistical theories and methods, and regression equations between their sales revenue and corresponding independent variables are established, revealing the internal relations between macro indicators and micro indicators. On that basis, market strategies for the4sectors for the future are planned in accordance with the sales prediction.
(4) Relative measures, such as optimization of organization structure, technological innovation, talent cultivation, supply chain management, investment, merger&acquisition, corporate culture, etc., are proposed for the purpose of smoothly driving the implementation of market strategies for QSYRI.
引文
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[2]迈克尔·波特著.陈小悦译.竞争战略[M].北京：华夏出版社,2005.
[3]迈克尔.A.希特,R.杜安.爱尔兰,罗伯特.E.霍斯基森著.吕巍译.战略管理：概念与案例[M].北京：中国人民大学出版社,2010.
[4]Jay, B.B.&W.S. Hesterl,李新春等译.战略管理[M].北京：机械工业出版社,2008.
[5]乔治·斯坦纳.管理政策与战略[M].北京：经济管理出版社,1982.
[6]延坤.胜华化工国际化市场战略研究[D].营口：中国石油大学(华东)经济管理学院,2011.
[7]Ketchen, D.J.&C.C. Snow & V.L. Street. Improving form performance by matching strategic decision-making processes to competitive dynamics[J]. Academy of Management Executive,2004,18(4):29-43.
[8]邓念国.企业营销战略的选择与组合[J].商业研究,2002(20)：108-110
[9]Shaw, V. Successful marketing strategies:A study of British and German companies in the machine tool industry[J]. Industrial Marketing Management,1995, Vol.24 (4), pp.329-339
[10]Pearce, J.A. Marketing strategies that make entrepreneurial firms recession-resistant[J]. Journal of Business Venturing,1997, Vol.12 (4), pp.301-314
[11]纪宁扬.企业市场战略及其选择[J]..商业文化(学术版),2009(9)：111-112
[12]Slater, S. F. etc,al. Factors influencing the relative importance of marketing strategy creativity and marketing strategy implementation effectiveness[J]. Industrial Marketing Management,2010,39(03):551-559.
[13]Kyriakopoulos, K.&C. Moorman. Tradeoffs in marketing exploitation and exploration strategies:The overlooked role of market orientation[J]. International Journal of Research in Marketing,2004,21(3):219-240.
[14]Crespin-Mazet, F.&P. Ghauri. Co-development as a marketing strategy in the construction industry[J]. Industrial Marketing Management,2007,36(2):158-172.
[15]Naidoo, V. Firm survival through a crisis:The influence of market orientation, marketing innovation and business strategy[J]. Industrial Marketing Management, 2010,39(03):1311-1320.
[16]Jarratt, D&R. Fayed. The impact of market and organisational challenges on marketing strategy decision-making:a qualitative investigation of the business-to-business sector[J]. Journal of Business Research,2001,51 (1):61-72.
[17]刘能良.电子电器产品的营销战略——以海尔集团的成功经验为例[J].生产力研究,2009,(22)：216-217.
[18]宿凌,张灵幸,黄文龙.100个知名药品品牌市场营销战略分析[J].中国药房,2009,20(28)：2163-2165.
[19]冯波.论跨国公司的中国市场战略[J].世界经济与政治论坛.,2005,(3)：31-35.
[20]Ren, Y.W. etc,al. Market segmentation strategy in internet market[J]. Physica A,2010, 389:1688-1698.
[21]Zott, C.& Amit, R. The fit between product market strategy and business model: implications for firm performance[J]. Strat. Mgmt,2007,29 (1):1-26
[22]Chen, Y.B.& Xie, J.H. Online consumer review:Word-of-mouth as a new element of marketing communication mix[J]. Management Science,2008,54(3):477-491.
[23]Oraiopoulos, N. etc,al. Reliensing as a secondary market strategy[J]. Management Science,2012,58(5):1022-1037.
[24]吴铁男.科研院所面对市场经济的经营战略[J].航天工业管理,1998,(06)：42-44.
[25]孙庆彬.大型转制科研院所市场营销体系构建[J].煤炭经济研究,2002,(10)：60-62.
[26]高威,贾泮江.军工科研院所市场营销管理研究[J].现代商业,2011,(20)：159-160.
[27]柴国荣,徐渝,董书宁.大型科研院所的竞争力评价研究[J].科研管理,2006,27(3)：110-115.
[28]许晖.高新技术企业市场导向型战略及战略绩效评价研究[J].科学管理研究,2005,23(3)：45-48.
[29]吴丰.论企业市场战略转型——从市场驱动到驱动市场[J].财贸经济,2001(4)：76-79
[30]刘洪深,周湘峰,寻求未来产业领先地位——驱动市场战略研究[J].中国建材.2006(11)：88-91
[31]高爽.浅析企业驱动市场战略[J].黑龙江对外经贸,2007(8)：76-78
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