本文選題：葡萄酒 + 基地　； 參考：《蘭州交通大學(xué)》2017年碩士論文

【摘要】：本文首先對企業(yè)核心競爭力理論的研究成果進(jìn)行了分析和總結(jié)。核心競爭力理論首先是由美國學(xué)者普拉哈德與哈默爾在《哈佛商業(yè)評論》雜志上發(fā)表的《企業(yè)的核心競爭力》一文中提出來的。國外的學(xué)者對核心競爭力從自己的角度進(jìn)行了大量、大膽的研究,并給出了不同的核心競爭力的概念,但因為側(cè)重于各自研究的領(lǐng)域并基于此提出的概念,難免以偏概全。國內(nèi)學(xué)者在國外學(xué)者研究的基礎(chǔ)上,結(jié)合我國國情、行業(yè)和企業(yè)實際,對核心競爭力給出了自己的概念,對核心競爭力的影響要素、評價體系也進(jìn)行了一定的探索,但實際效果如何,還有待進(jìn)一步的深入研究。其次,本文對國內(nèi)外葡萄酒產(chǎn)業(yè)現(xiàn)狀和市場現(xiàn)狀的調(diào)查研究,最突出的特征就是葡萄酒新、舊世界的劃分,英國著名的葡萄酒作家休·約翰遜在1971年首次提出新、舊葡萄酒世界的理論,即傳統(tǒng)的葡萄酒產(chǎn)地歐洲是葡萄酒舊世界,除了歐洲以外的葡萄酒產(chǎn)地均屬于葡萄酒新世界。葡萄酒新、舊世界在分級制度、葡萄品種、釀造工藝等方面存在著明顯差異。但近年來,葡萄酒新、舊世界也出現(xiàn)了互相融合的趨勢,舊世界嘗試新口味和新配方葡萄酒,而新世界開始增強葡萄酒酒體結(jié)構(gòu),使其味道口感更加多元化。中國幅員遼闊,葡萄酒產(chǎn)區(qū)眾多,并且散布于中國東西南北中各個地域,各地的氣候、土壤條件以及與之相適應(yīng)的品種和種植方式、釀造方式都大相徑庭,簡單的認(rèn)為中國屬于葡萄酒新世界或舊世界并能反映中國葡萄酒產(chǎn)業(yè)發(fā)展現(xiàn)狀。中國葡萄酒企業(yè)的發(fā)展要吸收和借鑒葡萄酒新、舊世界的優(yōu)點,走自己獨特的葡萄酒發(fā)展之路。從國內(nèi)葡萄酒行業(yè)發(fā)展趨勢來看,“十三五”期間是我國葡萄酒發(fā)展的黃金期,高端葡萄酒將迎來發(fā)展良機(jī),隨著國民生活水平的提高,葡萄酒市場需求旺盛,葡萄酒的消費文化也在逐漸形成,為寧夏賀蘭山東麓葡萄酒發(fā)展提供了難得的機(jī)遇。借鑒國外葡萄酒產(chǎn)業(yè)發(fā)展經(jīng)驗,從寧夏葡萄酒產(chǎn)業(yè)的實際情況出發(fā),對賀蘭山東麓葡萄酒產(chǎn)業(yè)所實施的“大產(chǎn)區(qū)、小酒莊”戰(zhàn)略遇到的產(chǎn)銷嚴(yán)重倒掛的問題進(jìn)行分析,表面上看是銷售跟不上生產(chǎn),但深層次的問題是缺少全國知名的自主品牌,葡萄酒生產(chǎn)成本過高,葡萄酒同質(zhì)化現(xiàn)象嚴(yán)重等等。最后,結(jié)合核心競爭力的“鉆石模型”,分析賀蘭山東麓葡萄酒產(chǎn)業(yè)核心競爭力的構(gòu)成要素,主要是圍繞企業(yè)文化建立起來的創(chuàng)新能力、市場營銷能力、生產(chǎn)服務(wù)能力、戰(zhàn)略管理能力、組織管理能力和人力資源等決定企業(yè)發(fā)展的實質(zhì)性因素。從而,在賀蘭山東麓葡萄產(chǎn)區(qū)已確立的“大產(chǎn)區(qū)、小酒莊”發(fā)展戰(zhàn)略下,有針對性的提出賀蘭山東麓葡萄酒企業(yè)獲得并維持核心競爭力的對策:一是建設(shè)以葡萄酒品牌為主的企業(yè)文化;二是加強創(chuàng)新能力;三是加強市場營銷能力;四是加強生產(chǎn)服務(wù)能力;五是加強戰(zhàn)略管理能力;六是加強組織管理能力;七是加強人力資源能力。
[Abstract]:This paper first analyzes and summarizes the research results of the theory of enterprise core competence. The theory of core competitiveness is first proposed by American scholar pravhd and Hamel in the core competitiveness of enterprises published in the Journal of Harvard Business Review. A lot of, bold research, and give different core competitiveness concept, but because of the focus on the field of research and the concept based on this, it is inevitable that the domestic scholars on the basis of foreign scholars, combined with our national conditions, industry and enterprise, the core competitiveness of the core of its own concept, to the core of the core. The influence factors of competitiveness and the evaluation system have also been explored, but the actual effect is still to be further studied. Secondly, this paper investigates the current situation and market status of the wine industry at home and abroad. The most prominent features are the wine new, the division of the old world and the famous British wine writer Hugh Johnson. In 1971, the theory of the new and old wine world was first proposed. That is, the traditional wine producing area is the old world of wine. All the wine producing areas except Europe belong to the new world of wine. There are obvious differences between the wine new and the old world in the classification system, the grape variety and the brewing technology. But in recent years, the wine is new and the old world is in the old world. There has also been a trend of integration. The old world has tried new flavors and new wines, and the new world has begun to enhance the structure of wine and wine to make its taste more diverse. China has a vast territory, a large number of wine producing areas, and scattered in various regions of the East, West, North and south of China, and the climate, soil conditions and the conditions of it. The varieties and ways of planting and the way of brewing are different. It is simple to think that China belongs to the new world of wine or the old world and can reflect the development of China's wine industry. The development of Chinese wine enterprises should absorb and draw on the advantages of the new wine and the old world, and take the unique way of the development of wine. In the view of the development trend of the industry, the "13th Five-Year" period is the golden period of the development of China's wine. The high-end wine will usher in a good opportunity for development. With the improvement of the national living standard, the wine market demand is vigorous and the wine consumption culture is gradually forming, which provides a rare opportunity for the development of the eastern foot of Helan mountain in Ningxia. The experience of the development of the foreign wine industry, from the actual situation of Ningxia wine industry, analyses the problem of serious upside down on the "big production area, the small winery" strategy implemented by the Shandong Piedmont wine industry in Helan. It is on the surface that the sale can not keep up with the production, but the deep level problem is the lack of the national famous brand. The cost of wine production is too high and the homogenization of wine is serious. Finally, combining the core competitiveness of the "Diamond Model", the key competitiveness of Helan Shandong Piedmont is analyzed. It is mainly the innovation ability, marketing ability, production service ability, strategic management ability, and management ability set up around the enterprise culture. Textile management ability and human resources determine the substantive factors of the development of the enterprise. Thus, under the development strategy of "large production area and small wine village" established in the Helan Shandong Piedmont producing area, it is pertinent to put forward the countermeasures to obtain and maintain the core competitiveness of the Helan Shandong Piedmont wine enterprises: the first is to build the enterprise text based on the wine brand. The two is to strengthen the ability of innovation; the three is to strengthen the marketing ability; the four is to strengthen the capacity of production service; the five is to strengthen the ability of strategic management; the six is to strengthen the ability of organization and management; and the seven is to strengthen the ability of human resources.

【學(xué)位授予單位】：蘭州交通大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2017
【分類號】：F426.82

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