二十一世纪是无人机技术大力发展的阶段，尤其是在民用无人机领域，以多旋翼无人机为代表的深圳市大疆创新科技有限公司以其卓越的技术优势和资源整合能力让中国制造的无人机成为世界一流的品牌。然而，经过十年的快速发展，消费级无人机市场已从一片蓝海变为了红海，激烈的竞争之下，大疆创新虽有技术优势，但也不得不开始寻求新的出路。本文以大疆创新企业为研究案例，在分析全球民用无人机市场的发展历史、现状以及各国政策的基础上，探究其继续发展B2B业务，即行业级无人机市场的必要性。在研究方法上，本文通过文献研究及内部访谈梳理出整个论文框架，借助波特五力模型和RBV分析法，分析了行业级无人机市场竞争结构以及大疆创新的内部资源基础，并用SWOT分析法得出具体的竞争战略决策。大疆创新发展行业级无人机市场的契机是从农业植保无人机开始的，经过两年的市场摸索并逐步扩展到了更多的领域，如公共安全、地理测绘、电力巡检、油气等细分行业。通过提供多样化的解决方案，调整组织架构和开放创新平台，大疆创新在行业级无人机市场树立了良好的口碑。此外，组织能力的强弱对企业获得持续竞争优势有很大的影响。研究发现，以技术驱动的大疆创新组织内部管理存在一些问题，在一定程度上阻碍了战略执行的有效性，也阻碍了企业的长远发展。文章通过战略管理理论和分析方法，对大疆创新进一步发展B2B业务战略进行分析研究，并有针对性的提出建议，帮助企业获得持久竞争优势，重建健康的组织管理，同时也对我国同类型企业进一步获得符合自身发展的战略制定有一定的启示意义和借鉴意义。
The twenty-first century is the stage of vigorous development of drone technology, especially in the field of civilian drones. Shenzhen DJI Technology Co., Ltd. has made the drones made in China a world-class brand with its excellent technical advantages and resource integration ability. However, after ten years of rapid development, the consumer drone market has changed from a blue ocean to a red ocean. Under the fierce competition, DJI has to start seeking a new way out despite its technical advantages. This thesis takes DJI as a case study and explores the necessity of developing its B2B business, that is, the enterprise drone market, based on the analysis of the development history and current situation of the global drone market as well as the policies of each country. In terms of research methodology, this thesis composes the entire thesis framework through literature research and internal interviews. With the help of Porter‘s Five Forces model and RBV analysis, the paper analyzes the and competitive market structure and internal resource base faced by DJI in the field of enterprise drone market, and finally, uses SWOT analysis to come up with specific competitive strategy decisions.The opportunity for DJI to develop the enterprise drone market started with the agricultural drones. After two years of market exploration, DJI gradually expanded to more fields, such as public safety, land surveying, power grid management, oil and gas and other segmented industries. By providing diversified solutions, adjusting the organizational structure and opening the innovation platform, DJI has established a good reputation in the enterprise drone market. In addition, the strength of organizational capabilities has a great impact on the company‘s ability to gain sustainable competitive advantages. The study found that there are some problems in the internal management of the technology-driven DJI organization, which to a certain extent hinder the effectiveness of strategy execution and the long-term development of the company. Through strategic management theory and analysis methods, the thesis analyzes and researches DJI‘s strategy for further developing B2B business and puts forward targeted suggestions, thus helping the company to gain lasting competitive advantages and rebuild healthy organizational management. It also has some inspirations and implications for the same type of enterprises in China to further obtain the strategy formulation in line with their own development.
