Study On Influencing Factors Of Enterprise Competitiveness In3D Printing Under The Third Industrial Revolution Background

In recent years, the word THIRD INDUSTRIAL REVOLUTION has frequently appeared in economy, technology, social activities and so on. It is also a key point that may influence some industries in the process of sustainable development. In a book titled THIRD INDUSTRIAL REVOLUTION published by American scholar Jeremy Rifkin, he made a full analysis on the global influence brought out by such revolution. Meanwhile, he put forward the internet, green electricity, coupled with3Dprinting are leading this revolution.3Dprinting, as a new technology, is currently becoming a trend with booming development, which makes more and more people have an understanding in the field ranging from plane, automobile, chocolate, organ to planet-rebuilt dessert printing.According to the research of Wohlers Report2011, the most authoritative report of international fast-manufacturing industries, global3Dprinting’s production value has maintained the annum growth of26.2%from the year1988to2010. This report also expects that3Dprinting will be still growing fast in the future. Till2016, the gross production value containing equipment manufacturing and service will be estimated to$3.1billion, and reached$5.2billion in2020. It is estimated by China’s3Dprinting industrial alliance that China will be the biggest3Dprinting market globally.This article is based upon the influencing factors of enterprise competitiveness in3Dprinting industries, starting with their evaluations and dividing them into obvious indexes and implicit ones. Obvious indexes are the external performance of enterprise competitiveness, showing the implementation status directly, while implicit indexes determine the enterprise competitiveness as an influencing factor. After combining21case analyses and the characters of3Dprinting, and built enterprise-competitiveness-influencing-factor model and on the basis of general enterprise-competitiveness-influencing-factor theory, I divide influencing factors into the following nine:strategic design power, channel acquisition power, client acquisition power, fund acquisition power, cost leadership power, capacity enhancement power, marketing expansion power and innovation power. Through questionnaire and empirical analysis, coupled with relevance and regression analysis, I have verified the rationality of hypotheses and model. Eventually according to the empirical analyses I demonstrate the deficiency of this research, followed by further studies.