摘要

中國在開放化經濟發展進程中企業面臨的全球競爭壓力不斷增加，中國家電企業在市場經濟發展初期的全球價值鏈定位及建設策略已經不能適應當前時代，企業價值創造和獲取能力都有明顯下降，這并不利于我國家電行業的發展。在中國制造2025的理念號召下，中國家電企業開始嘗試重新定位自身在全球價值鏈的位置，并參與到全球價值鏈的重構當中。為探索中國家電企業重構價值鏈的現狀和問題，本文以長虹電視產業公司為例，分析研究了該公司重構全球價值鏈的背景、必要性、實踐過程和策略，指出其問題并提出相應建議。

通過對長虹電視產業公司重構全球價值鏈的過程與效果分析發現，長虹電視目前位于全球價值鏈的中游位置，實際價值創造能力較弱，對價值鏈的控制能力明顯不足。2000年后長虹進行了多次全球價值鏈重構活動，但早期價值鏈重構主要依托我國的新興市場環境優勢，重點發展高性價比產品和高質量代工產品，在技術創新選擇失誤后集中轉向非核心技術性零配件生產、代工裝配、生產管理服務等領域。2004年后長虹加大全球布局，在印尼、中東、巴基斯坦等地建立了較為完整的價值鏈，且對價值鏈形成了較高的控制能力。2014年后長虹進一步調整技術發展模式，以電視顯示核心技術開發為核心，實施多元化技術開發投資，這為長虹的全球價值鏈定位調整提供了先決條件，但目前技術性價值創造能力仍相對較弱，尚未改變企業在全球價值鏈中的實際定位，企業在全球價值鏈中的權力仍有明顯不足，租金獲取能力相對偏弱，但未來此類問題會得到顯著改善。針對長虹現狀，本文建議長虹電視產業公司應繼續加強電視產品核心技術的自主開發和創新、加大對新興市場的投資、注重在非新興市場的品牌建設、保持在前沿技術領域的投入、嘗試構建內容生態型產品經銷體系等，由此促進企業盡早從全球價值鏈的中游移動至上下游，從而把握價值鏈中增益能力最高的環節，實現對全球價值鏈的有效控制，最大限度的獲取租金。

關鍵詞：家電企業；全球價值鏈；重構；長虹

 

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研究內容 2

1.4研究方法 3

2理論與文獻綜述 5

2.1全球價值鏈理論 5

2.2新興市場企業重構全球價值鏈的研究 9

2.3新興市場企業對外直接投資與重構全球價值鏈 12

2.4新興市場企業能力建設與重構全球價值鏈 13

3長虹電視產業發展現狀 16

3.1長虹電視產業發展概況 16

3.2長虹電視產業在全球價值鏈位置分析 19

3.2.1家電產業全球價值鏈分析 19

3.2.2長虹電視產業在全球價值鏈位置分析 22

3.2.3價值鏈治理模式分析 23

3.3長虹電視產業重構全球價值鏈必要性分析 24

3.3.1代工優勢漸失 24

3.3.2國際高端品牌沖擊 26

3.3.3核心技術競爭力不高 28

3.3.4綠色貿易壁壘越來越高 29

4長虹電視產業重構全球價值鏈的過程與策略分析 31

4.1長虹的能力建設過程 31

4.1.1長虹的制造能力建設 31

4.1.2長虹的技術能力建設 34

4.1.3長虹的營銷能力建設 37

4.2長虹的對外直接投資與能力獲取 42

4.3長虹控制全球價值鏈核心活動的情況分析 45

4.3.1控制全球生產決策 45

4.3.2控制市場進入 46

4.3.3控制核心技術 47

4.3.4控制全球價值鏈準入 47

4.4長虹電視在全球價值鏈中的地位分析 48

4.4.1基于權力視角 48

4.4.2基于租金視角 49

總結與展望 51

參考文獻 53