中国家电企业重构全球价值链的研究（全文）

摘要

中国在开放化经济发展进程中企业面临的全球竞争压力不断增加，中国家电企业在市场经济发展初期的全球价值链定位及建设策略已经不能适应当前时代，企业价值创造和获取能力都有明显下降，这并不利于我国家电行业的发展。在中国制造2025的理念号召下，中国家电企业开始尝试重新定位自身在全球价值链的位置，并参与到全球价值链的重构当中。为探索中国家电企业重构价值链的现状和问题，本文以长虹电视产业公司为例，分析研究了该公司重构全球价值链的背景、必要性、实践过程和策略，指出其问题并提出相应建议。

通过对长虹电视产业公司重构全球价值链的过程与效果分析发现，长虹电视目前位于全球价值链的中游位置，实际价值创造能力较弱，对价值链的控制能力明显不足。2000年后长虹进行了多次全球价值链重构活动，但早期价值链重构主要依托我国的新兴市场环境优势，重点发展高性价比产品和高质量代工产品，在技术创新选择失误后集中转向非核心技术性零配件生产、代工装配、生产管理服务等领域。2004年后长虹加大全球布局，在印尼、中东、巴基斯坦等地建立了较为完整的价值链，且对价值链形成了较高的控制能力。2014年后长虹进一步调整技术发展模式，以电视显示核心技术开发为核心，实施多元化技术开发投资，这为长虹的全球价值链定位调整提供了先决条件，但目前技术性价值创造能力仍相对较弱，尚未改变企业在全球价值链中的实际定位，企业在全球价值链中的权力仍有明显不足，租金获取能力相对偏弱，但未来此类问题会得到显著改善。针对长虹现状，本文建议长虹电视产业公司应继续加强电视产品核心技术的自主开发和创新、加大对新兴市场的投资、注重在非新兴市场的品牌建设、保持在前沿技术领域的投入、尝试构建内容生态型产品经销体系等，由此促进企业尽早从全球价值链的中游移动至上下游，从而把握价值链中增益能力最高的环节，实现对全球价值链的有效控制，最大限度的获取租金。

关键词：家电企业；全球价值链；重构；长虹

 

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

 

目录

摘要 I

Abstract III

1绪论 1

1.1研究背景 1

1.2研究目的与意义 2

1.3研究内容 2

1.4研究方法 3

2理论与文献综述 5

2.1全球价值链理论 5

2.2新兴市场企业重构全球价值链的研究 9

2.3新兴市场企业对外直接投资与重构全球价值链 12

2.4新兴市场企业能力建设与重构全球价值链 13

3长虹电视产业发展现状 16

3.1长虹电视产业发展概况 16

3.2长虹电视产业在全球价值链位置分析 19

3.2.1家电产业全球价值链分析 19

3.2.2长虹电视产业在全球价值链位置分析 22

3.2.3价值链治理模式分析 23

3.3长虹电视产业重构全球价值链必要性分析 24

3.3.1代工优势渐失 24

3.3.2国际高端品牌冲击 26

3.3.3核心技术竞争力不高 28

3.3.4绿色贸易壁垒越来越高 29

4长虹电视产业重构全球价值链的过程与策略分析 31

4.1长虹的能力建设过程 31

4.1.1长虹的制造能力建设 31

4.1.2长虹的技术能力建设 34

4.1.3长虹的营销能力建设 37

4.2长虹的对外直接投资与能力获取 42

4.3长虹控制全球价值链核心活动的情况分析 45

4.3.1控制全球生产决策 45

4.3.2控制市场进入 46

4.3.3控制核心技术 47

4.3.4控制全球价值链准入 47

4.4长虹电视在全球价值链中的地位分析 48

4.4.1基于权力视角 48

4.4.2基于租金视角 49

总结与展望 51

参考文献 53