摘要

中國(guó)在開(kāi)放化經(jīng)濟(jì)發(fā)展進(jìn)程中企業(yè)面臨的全球競(jìng)爭(zhēng)壓力不斷增加，中國(guó)家電企業(yè)在市場(chǎng)經(jīng)濟(jì)發(fā)展初期的全球價(jià)值鏈定位及建設(shè)策略已經(jīng)不能適應(yīng)當(dāng)前時(shí)代，企業(yè)價(jià)值創(chuàng)造和獲取能力都有明顯下降，這并不利于我國(guó)家電行業(yè)的發(fā)展。在中國(guó)制造2025的理念號(hào)召下，中國(guó)家電企業(yè)開(kāi)始嘗試重新定位自身在全球價(jià)值鏈的位置，并參與到全球價(jià)值鏈的重構(gòu)當(dāng)中。為探索中國(guó)家電企業(yè)重構(gòu)價(jià)值鏈的現(xiàn)狀和問(wèn)題，本文以長(zhǎng)虹電視產(chǎn)業(yè)公司為例，分析研究了該公司重構(gòu)全球價(jià)值鏈的背景、必要性、實(shí)踐過(guò)程和策略，指出其問(wèn)題并提出相應(yīng)建議。

通過(guò)對(duì)長(zhǎng)虹電視產(chǎn)業(yè)公司重構(gòu)全球價(jià)值鏈的過(guò)程與效果分析發(fā)現(xiàn)，長(zhǎng)虹電視目前位于全球價(jià)值鏈的中游位置，實(shí)際價(jià)值創(chuàng)造能力較弱，對(duì)價(jià)值鏈的控制能力明顯不足。2000年后長(zhǎng)虹進(jìn)行了多次全球價(jià)值鏈重構(gòu)活動(dòng)，但早期價(jià)值鏈重構(gòu)主要依托我國(guó)的新興市場(chǎng)環(huán)境優(yōu)勢(shì)，重點(diǎn)發(fā)展高性價(jià)比產(chǎn)品和高質(zhì)量代工產(chǎn)品，在技術(shù)創(chuàng)新選擇失誤后集中轉(zhuǎn)向非核心技術(shù)性零配件生產(chǎn)、代工裝配、生產(chǎn)管理服務(wù)等領(lǐng)域。2004年后長(zhǎng)虹加大全球布局，在印尼、中東、巴基斯坦等地建立了較為完整的價(jià)值鏈，且對(duì)價(jià)值鏈形成了較高的控制能力。2014年后長(zhǎng)虹進(jìn)一步調(diào)整技術(shù)發(fā)展模式，以電視顯示核心技術(shù)開(kāi)發(fā)為核心，實(shí)施多元化技術(shù)開(kāi)發(fā)投資，這為長(zhǎng)虹的全球價(jià)值鏈定位調(diào)整提供了先決條件，但目前技術(shù)性價(jià)值創(chuàng)造能力仍相對(duì)較弱，尚未改變企業(yè)在全球價(jià)值鏈中的實(shí)際定位，企業(yè)在全球價(jià)值鏈中的權(quán)力仍有明顯不足，租金獲取能力相對(duì)偏弱，但未來(lái)此類(lèi)問(wèn)題會(huì)得到顯著改善。針對(duì)長(zhǎng)虹現(xiàn)狀，本文建議長(zhǎng)虹電視產(chǎn)業(yè)公司應(yīng)繼續(xù)加強(qiáng)電視產(chǎn)品核心技術(shù)的自主開(kāi)發(fā)和創(chuàng)新、加大對(duì)新興市場(chǎng)的投資、注重在非新興市場(chǎng)的品牌建設(shè)、保持在前沿技術(shù)領(lǐng)域的投入、嘗試構(gòu)建內(nèi)容生態(tài)型產(chǎn)品經(jīng)銷(xiāo)體系等，由此促進(jìn)企業(yè)盡早從全球價(jià)值鏈的中游移動(dòng)至上下游，從而把握價(jià)值鏈中增益能力最高的環(huán)節(jié)，實(shí)現(xiàn)對(duì)全球價(jià)值鏈的有效控制，最大限度的獲取租金。

關(guān)鍵詞：家電企業(yè)；全球價(jià)值鏈；重構(gòu)；長(zhǎng)虹

 

Research on the reconstruction of global value chain

 of Chinese household appliance enterprises

-- take Changhong TV industry company as an example

Abstract

In the process of Chinese open economy development, enterprises are facing increasing pressure from global competition. The global early value chain development of Chinese household appliance enterprises and the construction strategy of market economy can no longer adapt to the current era, enterprise value creation and operational capacity improvement. This is not conducive to the development of Chinese home appliance industry. Under the concept of "Made in China 2025", Chinese home appliance companies began to try to reposition global value chain and participate in the restructuring of global value chain. In order to discuss the current situation and problems of the value chain reconstruction of Chinese household appliance enterprises, this paper takes Changhong TV Industry Company as an example to analyze the background, necessity, practice process and strategy of Changhong TV Industry Company's global value chain reconstruction, points out its problems and puts forward corresponding suggestions.

Through the analysis of the process and effect of the global value chain reconstruction of Changhong TV industry company, it is found that Changhong TV is abundant in the middle of the global value chain, with weak actual value creation ability and insufficient control ability of the value chain. After 2000 Changhong has carried out many times in the global value chain reconstruction activities, the early value chain reconstruction mainly relied on the environmental advantages of China's emerging markets, focusing on the development of cost-effective products and high-quality OEM products, and after repeated mistakes of technological innovation in converging into non-core parts production, foundry, assembly, production technical management services and other fields. After 2004, Changhong increased its global layout and established a relatively complete value chain in Indonesia, the Middle East, Pakistan and other places, and formed a high degree of control over the value chain. After 2014 Changhong had further adjusted its technology development model, taking the development of TV core technology as the core, implementing diversified investment in technology development and investment. Though it provides the prerequisite for Changhong's global value chain positioning adjustment, at present the technical ability of value creation is still relatively weak, has yet to change the actual position of enterprises in the global value chain, enterprise significant power in the global value chain, and the rent obtaining ability are relatively weak, but this problem will be significantly improved in the future. According to current situation of Changhong, this paper suggests that Changhong TV industry should continue to strengthen the core technology of TV products of independent development and innovation, increase investment in emerging markets, pay attention to the brand construction, and maintain in cutting-edge technologies in the field of investment in the emerging markets, the content of trying to build ecological product distribution system, etc., thus to promote enterprise from the middle to the downstream of the global value chain as soon as possible, so as to grasp the ability to gain the highest part of the value chain, realize the effective control on the global value chain and get the maximum for the rent.

Key words: household appliance enterprises; Global value chain; Refactoring; Changhong

 

目錄

摘要 I

Abstract III

1緒論 1

1.1研究背景 1

1.2研究目的與意義 2

1.3研究?jī)?nèi)容 2

1.4研究方法 3

2理論與文獻(xiàn)綜述 5

2.1全球價(jià)值鏈理論 5

2.2新興市場(chǎng)企業(yè)重構(gòu)全球價(jià)值鏈的研究 9

2.3新興市場(chǎng)企業(yè)對(duì)外直接投資與重構(gòu)全球價(jià)值鏈 12

2.4新興市場(chǎng)企業(yè)能力建設(shè)與重構(gòu)全球價(jià)值鏈 13

3長(zhǎng)虹電視產(chǎn)業(yè)發(fā)展現(xiàn)狀 16

3.1長(zhǎng)虹電視產(chǎn)業(yè)發(fā)展概況 16

3.2長(zhǎng)虹電視產(chǎn)業(yè)在全球價(jià)值鏈位置分析 19

3.2.1家電產(chǎn)業(yè)全球價(jià)值鏈分析 19

3.2.2長(zhǎng)虹電視產(chǎn)業(yè)在全球價(jià)值鏈位置分析 22

3.2.3價(jià)值鏈治理模式分析 23

3.3長(zhǎng)虹電視產(chǎn)業(yè)重構(gòu)全球價(jià)值鏈必要性分析 24

3.3.1代工優(yōu)勢(shì)漸失 24

3.3.2國(guó)際高端品牌沖擊 26

3.3.3核心技術(shù)競(jìng)爭(zhēng)力不高 28

3.3.4綠色貿(mào)易壁壘越來(lái)越高 29

4長(zhǎng)虹電視產(chǎn)業(yè)重構(gòu)全球價(jià)值鏈的過(guò)程與策略分析 31

4.1長(zhǎng)虹的能力建設(shè)過(guò)程 31

4.1.1長(zhǎng)虹的制造能力建設(shè) 31

4.1.2長(zhǎng)虹的技術(shù)能力建設(shè) 34

4.1.3長(zhǎng)虹的營(yíng)銷(xiāo)能力建設(shè) 37

4.2長(zhǎng)虹的對(duì)外直接投資與能力獲取 42

4.3長(zhǎng)虹控制全球價(jià)值鏈核心活動(dòng)的情況分析 45

4.3.1控制全球生產(chǎn)決策 45

4.3.2控制市場(chǎng)進(jìn)入 46

4.3.3控制核心技術(shù) 47

4.3.4控制全球價(jià)值鏈準(zhǔn)入 47

4.4長(zhǎng)虹電視在全球價(jià)值鏈中的地位分析 48

4.4.1基于權(quán)力視角 48

4.4.2基于租金視角 49

總結(jié)與展望 51

參考文獻(xiàn) 53