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基于ANSYS的盘式制动器振动噪声研究,基于,ANSYS,制动器,振动,噪声,研究
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毕 业 设 计（论 文）任 务 书 设计（论文）题目：基于ANSYS的盘式制动器振动噪声研究 学生姓名：发任务书日期：2015年12月30日 任务书填写要求1毕业设计（论文）任务书由指导教师根据各课题的具体情况填写，经学生所在专业的负责人审查、系（院）领导签字后生效。此任务书应在毕业设计（论文）开始前一周内填好并发给学生。2任务书内容必须用黑墨水笔工整书写，不得涂改或潦草书写；或者按教务处统一设计的电子文档标准格式（可从教务处网页上下载）打印，要求正文小4号宋体，1.5倍行距，禁止打印在其它纸上剪贴。3任务书内填写的内容，必须和学生毕业设计（论文）完成的情况相一致，若有变更，应当经过所在专业及系（院）主管领导审批后方可重新填写。4任务书内有关“学院”、“专业”等名称的填写，应写中文全称，不能写数字代码。学生的“学号”要写全号，不能只写最后2位或1位数字。 5任务书内“主要参考文献”的填写，应按照金陵科技学院本科毕业设计（论文）撰写规范的要求书写。 6有关年月日等日期的填写，应当按照国标GB/T 740894数据元和交换格式、信息交换、日期和时间表示法规定的要求，一律用阿拉伯数字书写。如“2002年4月2日”或“2002-04-02”。毕 业 设 计（论 文）任 务 书1本毕业设计（论文）课题应达到的目的： 能够综合运用所学的基础理论、专业知识和基本技能分析和解决实际问题，具有初步科学研究的能力。能够进行调查研究，能够对一定数量的中外文献进行检索与阅读。具有定性与定量相结合的独立研究与论证的能力。随着汽车技术的日益进步，车内振动和噪声大大降低，但是一些子系统和零部件的振动噪声问题（比如盘式制动器的噪声问题）没有得到改进。因此通过三维软件建立制动器各构件的模型，利用有限元软件对制动器个主要部件进行结构分析和模态分析，从而改进制动器各构件来降低噪声。 2本毕业设计（论文）课题任务的内容和要求（包括原始数据、技术要求、工作要求等）： 本课题的主要研究内容: 1.阐述汽车制动噪声的研究现状和未来发展趋势。 2.用CAD建立制动盘、制动支架和制动片的模型。 3.运用ANSYS作为分割工具，将所建立的模型分割成小块，用映射的方法划分网络。 4.以某型轿车为例，计算出制动器各部件的受力情况。运用ANSYS的结构分析模块，对制动盘、制动片和制动支架进行结构分析，从而能得到各部件变形数据和应力集中的情况。 5.利用ANSYS对制动盘、制动片和制动支架进行模态分析。 6.根据对制动器的振动分析和噪声研究，对对制动器的振动、噪声问题进行分析和评价，优化制动盘、制动支架和制动片的结构，并对优化后的结构进行模态分析，最终达到降低汽车制动器噪声的目的。 毕 业 设 计（论 文）任 务 书3对本毕业设计（论文）课题成果的要求包括图表、实物等硬件要求：1.利用ANSYS软件分析制动器各零部件间互相作用的关系以及对制动噪声的影响。 2.优化制动器各零部件的结构从而降低制动器振动噪声。 3.严格要求改进规范性。 4.对比分析改进前后实质性降噪声效果。 5.按照要求撰写论文，并给出相应的分析过程和相应图表。 4主要参考文献： 1 李力克.盘式制动器噪声机理及控制研究D.硕士论文，2013 2 魏涛.基于ANSYS的盘式制动器结构分析及振动噪声研究D.硕士论文，2007 3 赵敬.基于CAD/CAE技术的盘式制动器结构优化问题研究D.硕士论文，2007 4 王朝阳.汽车盘式制动器尖叫倾向性分析与设计改进D.硕士论文，2008 5 匡博.盘式制动器制动噪声有限元分析D.硕士论文，2013 6 田睿，曹辉.盘式制动器结构优化及其制动噪声分析J.现代制造工程，2015（8） 7 王大鹏.盘式制动器制动噪声分析与研究D.硕士论文，2012 8 戢何民.某型轿车盘式制动器制动噪声的控制J.汽车技术，2011（11） 9 田红涛.基于ANSYS的盘式制动器振动噪声分析与研究 D.硕士论文，2008 10 余晓星.盘式制动器制动噪声影响参数的有限元分析D.硕士论文，2010 11 过学迅，马力.抑制盘式制动器振动噪声的阻尼层研究J.武汉理工大学学报(信息与管理工程版)，2010（12） 12 周昌祁，余晓星.盘式制动器制动噪声影响因素的有限元分析J.汽车工程师, 2011（1） 13 盘朝奉，杨路.某微型车盘式制动器制动噪声分析J.河南科技大学学报(自然科学版)，2014(7) 14 李宏，张可.盘式制动器噪声原因分析及消除J.世界汽车，2006（4） 15 谢伟东，宁晓斌.盘式制动器制动振动噪声问题的解决方案J.机械设计与制造，2007（11） 毕 业 设 计（论 文）任 务 书5本毕业设计（论文）课题工作进度计划：2015.12.05-2015.12.22 确定选题，填写审题表；指导教师下发任务书，学生查阅课题相关参考文献、资料，撰写开题报告。 2015.12.23-2016.01.22 提交开题报告、外文参考资料及译文、毕业设计（论文）大纲；开始毕业设计(论文)。 2016.01.23-2016.04.15 具体设计或研究方案实施，提交毕业设计（论文）草稿，填写中期检查表。 2016.04.16-2016.05.04 完成论文或设计说明书、图纸等材料，提交毕业设计（论文）定稿，指导老师审核。 2016.05.05-2016.05.09 提交毕业设计纸质文档，学生准备答辩；评阅教师评阅学生毕业设计（论文）。 2016.05.10-2016.05.16 根据学院统一安排，进行毕业设计（论文）答辩。 所在专业审查意见： 通过 负责人： 2016 年 1 月 10 日毕 业 设 计（论 文）开 题 报 告 设计（论文）题目：基于ANSYS的盘式制动器振动噪声研究 专 业： 2016 年 1 月 8 日 开题报告填写要求 1开题报告（含“文献综述”）作为毕业设计（论文）答辩委员会对学生答辩资格审查的依据材料之一。此报告应在指导教师指导下，由学生在毕业设计（论文）工作前期内完成，经指导教师签署意见及所在专业审查后生效；2开题报告内容必须用黑墨水笔工整书写或按教务处统一设计的电子文档标准格式打印，禁止打印在其它纸上后剪贴，完成后应及时交给指导教师签署意见；3“文献综述”应按论文的框架成文，并直接书写（或打印）在本开题报告第一栏目内，学生写文献综述的参考文献应不少于15篇（不包括辞典、手册）；4有关年月日等日期的填写，应当按照国标GB/T 740894数据元和交换格式、信息交换、日期和时间表示法规定的要求，一律用阿拉伯数字书写。如“2004年4月26日”或“2004-04-26”。5、开题报告（文献综述）字体请按宋体、小四号书写，行间距1.5倍。 毕 业 设 计（论文） 开 题 报 告 1结合毕业设计（论文）课题情况，根据所查阅的文献资料，每人撰写不少于1000字左右的文献综述： 随着经济的高速发展，人们的生活水平不断提高，汽车已经进入普通老百姓的家中，很大程度上方便了人们的生活。现在，购买汽车的时候，人们也不仅仅只关注汽车的价格、安全性，对汽车发出的噪声等与汽车舒适性相关的要求也越来越高。 随着汽车技术的不断进步，汽车内的振动与噪声显著降低，而一些子系统与零部件的振动噪声问题变得越来越突出。其中，汽车制动器的噪声尤为明显。因此对制动器进行振动噪声方面的研究就越发的重要1，这对制动器的结构设计具有重要的参考价值。 现在，计算机及现代数值分析技术的成熟，数值模拟技术是现代工程学形成和发展的重要推动力之一。目前，在工程技术领域内常用的数值模拟方法有：有限元法、离散单元法、边界元法和有限差分法，但就它的应用广泛性和实用性来说，主要还是有限元法2。有限元法的基本思想是将问题的求解域划分为一系列单元，单元之间仅靠节点连接。由于单元形状简单，易于由平衡关系或量能关系建立节点量之间的方程式，然后将各个单元方程集合在一起形成总体代数方程组,计入边界条件求解。单元划分越细，计算结果就越精确3。 对于制动噪声的研究，早期国内外大多数研究者认为摩擦副本身的特性是引起制动噪声的根本原因。其中主要是研究摩擦副的摩擦特性、几何特性和摩擦副的热弹性，通过研究摩擦副的某一类特性与噪声产生的关系，揭示制动噪声产生的机理。随着研究的深入，实践表明如果只涉及摩擦副特性，它还远远不能解决制动器的制动噪声问题。例如Rhee的誓言研究表明：当摩擦界面温度升高，摩擦膜已经形成，摩擦系数保持稳定，而此时反而易于发生噪声4。于是便产生了第二种理论，即Sprag-Slip理论5，它解释了动摩擦系数为常数时，仅因摩擦副的几何特性选择不当可导致系统自激振动的产生。同时，它也给出了一个重要启示：制动器的结构因素在制动尖叫的产生中可能起着关键的作用。 2007年，魏涛毕业论文6中，先确立研究500-1000Hz范围的噪声，然后利用Pro/E软件建立制动盘、制动片和制动片钢背的三维立体模型，再将模型导入ANSYS软件建立有限元模型并进行模态分析。通过分析结果，在模态分析和模态振型的基础上提出了修改制动盘、制动片和制动片钢背的结构参数、材料参数的方法以错开各零部件的固有频率范围来降低振动噪声，最后对修改后的各零部件进行了模态分析，初步验证了措施的有效性。 2013年，李力克毕业论文7中，利用摩擦分析理论对制动过程做了动力学分析，并利用模态分析理论与有限元分析软件相结合的方法对制动盘、制动摩擦片进行模态分析。分析结果表明：在制动系统制动过程中，制动片出现的负阻尼激发制动系统的自激振动，制动盘、制动摩擦片的共振，以及制动盘表面点幅值的跳动都是诱发制动噪声的成因。因此，针对上述诱发因素，通过降低制动盘杨氏模量以及把摩擦片设计成开式的结构形式对于降低由于共振而产生的噪声有一定的效果。 汽车制动器是汽车上不可缺少的必要组成部分。一个设计合理，装配精准，保养良好的制动器是没有或只有很小噪音的，同时也是车辆追求舒适与环保的重要保证。参考文献：1 阎岩,陈应津,修玉峰.汽车盘式制动器制动过程振动分析J.拖拉机与农用运输车，2007.2 陈晓霞.ANSYS7.0高级分析M.机械工业出版社，2004.3 吴剑增.汽车制动噪声产生的原因及影响J.汽车与环保，1994.4 管迪华,宿新东.制动振动噪声研究的回顾、发展与评述J.工程力学，2004.5 张佳慧.Sprag-slip现象实验和数值仿真D.同济大学，2009.6 魏涛.基于ANSYS的盘式制动器结构分析及振动噪声研究D.硕士论文，2007.7 李力克.盘式制动器噪声机理及控制研究D.硕士论文，2013.8 田红涛.基于ANSYS的盘式制动器振动噪声分析与研究D.硕士论文，2008.9 余晓星.盘式制动器制动噪声影响参数的有限元分析D.硕士论文，2010.10 过学迅,马力.抑制盘式制动器振动噪声的阻尼层研究J.武汉理工大学学报(信息与管理工程版)，2010（12）11 李宏,张可.盘式制动器噪声原因分析及消除J.世界汽车，2006（4）12 谢伟东,宁晓斌.盘式制动器制动振动噪声问题的解决方案J.机械设计与制造，2007（11）13 戢何民.某型轿车盘式制动器制动噪声的控制J.汽车技术，2011（11）14 余晓星.盘式制动器制动噪声影响参数的有限元分析D.硕士论文，2010.15 盘朝奉,杨路.某微型车盘式制动器制动噪声分析J.河南科技大学学报(自然科学版),2014(7) 毕 业 设 计（论文） 开 题 报 告 2本课题要研究或解决的问题和拟采用的研究手段（途径）： 本课题要研究或解决的问题： 本课题是针对汽车盘式制动器振动噪声的研究。目前，某一型号汽车制动器在实际使用过程中振动噪声过大，严重影响使用效果。所以要对该制动器进行有限元建模，运用结构分析的方法，试提出降低制动器振动噪声的可行性措施。拟采用的研究手段（途径）： 主要技术路线是：1.用CAD建立制动盘、制动支架和制动片的模型。2.将模型导入ANSYS软件中建立有限元模型。3.对模型进行结构分析。4优化模型结构毕 业 设 计（论文） 开 题 报 告 指导教师意见：1对“文献综述”的评语：倪天雷同学对降低汽车噪声的重要性进行了综述，接着对降低汽车制动器噪声的研究现状、研究内容等进行了综合阐述，并列举了相关的研究实例。最后总结了降低制动器噪声的重要性。文献综述写作符合要求。 2对本课题的深度、广度及工作量的意见和对设计（论文）结果的预测：毕业设计选题符合所学专业方向和专业要求，设计内容符合社会经济发展实际，设计计划切实可行。本课题深度和广度适中，工作量饱满，预计设计结果能够完成。同意开题。 3.是否同意开题： 同意 不同意 指导教师： 2016 年 02 月 22 日所在专业审查意见：同意 负责人： 2016 年 04 月 07 日毕 业 设 计（论 文）外 文 参 考 资 料 及 译 文译文题目：The Strategic Transformation of Automobile Industry in China 中国汽车工业的战略改革 学生姓名：专业：所在学院：指导教师：职称：The Strategic Transformation of Automobile Industry in ChinaAbstract In the past few years, the global automobile industry is developing difficultly because of the influence from the financial crisis. In contrast, Chinas automobile production and sales are still having a blowout type growth, and jumped into the worlds largest automobile production and sales market. At the same time, Chinese automobile companies continue to deepen and join with international brand cooperation; independent research and development of the independent brand production, and their technical also get greatly strengthened. Similarly, in the tide of industrial upgrading and international acquisitions, strategic transformation era of Chinese automobile industry has gradually started. This paper based on the world economic crisis brought both challenge and opportunity to the automobile industry in China, comprehensively analysis Chinas automobile industry development present situation and development trend in the transformation era, with case analysis of Chinas automobile companies, and then gives some suggestions on Chinas automobile industry strategy adjustment in transformation. 1.Introduction Changing is the eternal theme of enterprise development. The strategic change is not only the result of environmental changes of the product, but also the outcome of the enterprise internal development pressure. Automobile enterprise is an organization of the high technology industrialization and commercialization and its purpose is to make profit. The globalization of economic and high diversity means of new technology enterprise competition, the market competition became more intense, and the enterprise metabolism speed up, which makes high technology and new technology enterprise face an increasing survival pressure in the market. The market is the foundation of the enterprises survival; the enterprise strategy must comply with the needs of the market. The present market is changing fast, the automobile industry enterprise will undoubtedly need to pay more attention than ever to the strategic management, when the current strategy can not follow the change of environment, then they need to change it in time, to make a strategic transformation and adjustment. Therefore, the success or failure of the strategic transformation involves what factors, and which is the key factor have become the enterprise decision makers highly concerned problems, the purpose of this study is to find the influential key factors of automobile industry strategic change, and analyzes the effect factors of its importance, and then puts forward some guidance strategic change for other enterprise to make strategic decisions. 2. The Strategic Transformation and Its Influencing Factors The transformation strategy is refers to a process, in which the enterprise according to its external environment, the enterprise internal resources and capacity situation to overcome the difficulties. The enterprise faces in the original management pattern and access to a new competitive environment and design enterprises future goals. The ways achieve them, and then form the new technology, new product and new market. The strategic transformation is the highest form of strategy and the adjustment of transformation. It is the results of enterprise external forces, and the internal forces promote the enterprise strategic adjustment and reformation. Its main manifestation is the key technology of the enterprise, product structure, and target market of business model to do adjustment and make decision. The essence of the strategy transformation of the enterprise is to achieve sustainable development and sustainable management goal and an exhaustive change. For, the enterprise it is a new life, it is the positive change for the enterprise. Through the research of the enterprise strategic transformation, it is better to provide guidance for the enterprises growth. Strategic transformation is the business enterprises growth process that every enterprise has to meet in the process of making strategic choice, and it occupies a very important position. Once the enterprise growth meet some frustration, it is necessary to do strategic transition. The study of strategic transformation for enterprise can provide corresponding guidelines to its practical operation. An enterprise may also through the process of implementing the strategic transformation to reduce the blind behavior and invalid trial and error, reduce strategy transformation cost and improve the efficiency of the transformation, so as to improve the success rate of strategic transformation. Enterprise can get sustainable competitive advantages through the successful strategy transformation. In order to prevent the risk that the product or the decline of the industry may bring to the enterprise, the enterprise must be accurately and timely implement strategy transformation, so as to decline the loss on products or industry that the enterprise resources may bring to the enterprise. So far, there is no special book written about enterprise strategic transformation, however, many strategists are aware of the strategic transformation is a profound enterprise reform. The scope of the enterprise reformation can be divided into the following categories: for the purpose of improve process performance process, to redesign the process of the existing innovation as the foundation, abandon the existing process of reengineering from scratch with the whole enterprise restructuring of the strategic transformation. Organizational change experts, Kurt Lewin, put forward the reform trilogy: Defrost, Mobile, and Freeze. Richard Pascale and Tonyathos put forward the basic frame structure transformation 7S mode, point out that in order to understand the mechanism of organizational transformation and make the performance improvement target, an organization should achieve consistently and balance in seven aspects. These seven aspects are Strategy, Skills, Values, Structures, Systems, Staff, and Style. Strategy, Structure and System are considered to be the essential hardware” elements of enterprises success, and Style, Staff, Skills and Values are considered to be the software elements of the enterprise with a successful management. Software elements and the hardware elements are equally important. John Kotter put forward the eight steps mode of the transformation in the article the leadership change set up the sense of urgency, the formation of the powerful guiding power, vision and strategy formulated, vision to communicate and fully empowered to achieve our vision of employees, harvest short-term results, consolidating achievement and create further reform, and make new method institutionalization. Kotter researched more than 100 companies and found that the basic goals of the enterprise reform is to fundamentally change the enterprises management practices, help the enterprise to adapt to a more challenging new market environment. Jack T. put forward the ten commandments in the article implementing the change , and points out that the organizational transformation should also focused on two aspects, the organization for change “Readiness” and the ability of change “Capability”. The preparation for transformation depends on whether there is enough motivation and whether it can get in benefits from the transformation. The ability to transformation depends on whether there is enough support, conditions and skills to complete the change. PWC company put forward 15 guiding principles in this paper Better Change: Best Practices for Transforming Your Organization in 1995. This 15 guiding principles are: face the reality, focus on strategic issues, make strong call on, set range wisely, establish strong change atmosphere, let customers drive the change, get knowledge about the stakeholders, do continuous communication, reconstruction assessment index, make full use of all change means, with a view of the long term, consider about the diversity, establishing the integration of skill, plans and the action. The Boston consulting groups vice president Jeanie Daniel Duck in the article The Management Transformation put forward: managers should not divide change down into sporadic clips, and should think about transformation on the point of supervision system changes. David pointed in a book the strategic management about there are three strategic transformation methods: forced change strategies, education reform strategy, rational make the change of strategy. Jack Duncan thinks that rational change strategy that should be includes the following four steps: the first step, invite employees to participate in the change and specific process of transformation. The second step, in order to promote reform, some incentive is needed; self-interest is one of the most important incentives. The third step, for making people to understand the purpose of transformation, we need to spread and communication. The fourth step, send and receive feedback, everyone is pleased to know how things are going on, and made what progress they have. They have all emphasized to overcome change resistance, think that the most important factor of the failure is resistance. To sum up, we can see that so far all of the literature about the enterprise strategic transformation are on some varying degree emphasize on the enterprise strategic management and its control, thus made clear strategy transformation as basic steps to make a comprehensive system of change. However, there is hardly any research about the factors of the impact the transformation strategy, if the enterprise wants to get a successful implementation of strategic transformation, must analyze the influence factors of its success or failure first, and then start from these aspects. 3. The Present Status of Chinas Automobiles Industry Development Since the outbreak of the global economic crisis the second half of 2008, countries and regions in the world including China having made great efforts on the economic situations refreshing. Strategic transformation seems to have become the only way for the development of the economy, and as the industry in industrial car industry is considered to be economic developments four-wheel driver, should consider how to deal with this transformation era, how to make a luxuriant turn to realize changing from quantitative to qualitative changes? So, scientific master transformation era of automobile enterprise strategic has the very vital significance on the adjustment of Chinas automobile industry model, even to the Chinas economy.3.1 The Necessity of Chinas Automobile Industry Strategic Adjustment in the Transformation Era . Chinas automobile industry has experienced the long-term development; Chinas automobile industry has been got certain development either from the aspect of “quality” of or from the aspect of “quantity”. However, we should also be awareness of behind the sharp rise in Chinas automobile production; Chinas automotive core competitiveness of the enterprise didnt get the ascension coordinate with the production. Whether in the key parts of automotive spare and the independent innovation and independent intellectual property rights, or in high value added service industry in the current situation of the automobile development, Chinas automobile industry is still at a relatively low state in the global value chain of the car industry. Chinas automobile industrys upgrading and strategy transformation are imperative.3.2 Some Countermeasures on Chinas Automobile Industry Strategic Mode Adjustment under the Transformation Era As mentioned above, Chinas automotive industry is facing many opportunities and challenges in such a transformation era. Chinas automobile industry through long-term development, has accumulated a lot of industry senior factors for the further development, the strategic mode in the sense of traditional is facing a new challenge, Chinas automobile industry need to adjust the strategy as soon as possible, so as to grasp the initiative in the new round of international industrial division. This paper put forward the following countermeasures according to the China automobile industry faces several key problems. 1.China Automobile Enterprise Transnational M&A Strategic Orientation and Conformity Strategy. 2. China Automobile Enterprises Independent Innovation Strategy and Brand Strategy. 4. Conclusion China automobile industry should follow the green development way. From the level of development, the collapse of the tariff barriers is a kind of trend. Chinas automobile industry on the one hand have to face the fierce market competition, but also face a harsh reality, and that is the domestic traffic environment pollution and foreign green trade barriers. Automobile industry in China must face the reality, and follow the green environmental protection road, so that it can get out of the lowlands, become a pillar industry with high international competition ability. In addition to the above, the China automobile industry should build itself innovation products with promoting its own core technology. In a word, the development of Chinas automobile needs all the support from the government, the consumers and itself.中国汽车工业的战略改革摘要在过去的几年里，全球汽车业因受金融危机的影响而发展困难。相比之下，中国的汽车生产和销售仍有一个井喷式的增长，并且跃居世界最大的汽车生产和销售国。同时，中国汽车公司继续深化与国际品牌合作。自主品牌也独立研发和发展，技术也得到了极大的加强。同样，在产业升级和国际并购的浪潮中，中国汽车产业战略转型的时代也已经逐渐开始。本文基于世界经济危机给中国汽车产业带来的挑战和机遇，全面分析了在转型时期我国汽车产业发展的现状和发展趋势，结合中国汽车公司的案例分析，并提出了对我国汽车产业战略调整转型的几点建议。1 介绍改变是企业发展的永恒主题。战略的转变不仅是产品环境变化的结果，也是企业内部发展压力的结果。汽车企业是高新技术和商业化的组织，其目的是实现利润。经济全球化和高新技术企业竞争日趋激烈，以及市场竞争日趋激烈，企业的新陈代谢加快，使高新技术企业面临着越来越大的生存压力。市场是企业生存的基础，企业战略必须顺应市场的需要。目前的市场正在快速变化，汽车行业企业无疑要比以往任何时候都需要更加重视战略管理，如果当前的战略不能适应环境的变化，那么他们需要及时地改变它，来进行战略转型和调整。因此，企业战略转型成败的关键因素所涉及的内容已经成为企业决策者高度关注的问题，本论文的目的是找出影响汽车产业战略变革的关键因素，并分析其影响因素，进而提出一些指导性战略转变，为其他企业做出战略决策。2 战略转型及其影响因素转型战略是指企业根据其外部环境、企业内部资源和能力状况来克服困难的过程。企业在原有的管理模式下，面对新的竞争环境和设计企业的未来目标。实现它们的方法，然后形成新的技术，新产品和新的市场。战略转型是战略的最高形式，也是转型的调整。它是企业外部力量的结果，是推动企业战略调整和改革的内在力量。其主要表现形式是企业的关键技术，产品结构和业务模式的目标市场做调整和决策。企业战略转型的实质是实现可持续发展和可持续管理的目标和彻底的变革。对于企业来说，它是一种新的生活，它是对企业的积极变化。通过对企业战略转型的研究，更好的为企业的成长提供指导。战略转型是企业在做出战略选择的过程中，必须满足的企业成长过程中的一个非常重
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