本文選題：微型企業(yè) + 文化皮具��； 參考：《吉林大學(xué)》2013年碩士論文

【摘要】：企業(yè)要發(fā)展需要盈利，微型企業(yè)要發(fā)展更需要盈利。陋飾銘是一家從事手工皮具行業(yè)的微型企業(yè)，深刻感受到在當(dāng)今機械化規(guī)�；a(chǎn)為主導(dǎo)的經(jīng)濟(jì)社會里，想要做出規(guī)模，就必須要把特色和主流結(jié)合起來，也就是既要有自己的特色產(chǎn)品，同時還要有好的營銷策略。由于現(xiàn)有的關(guān)于小微企業(yè)的研究理論雖然不少，但大多集中在理論層面，很少結(jié)合具體小微企業(yè)進(jìn)行深入的剖析。陋飾銘公司的具體問題還要具體分析。 本文首先對陋飾銘公司的歷程進(jìn)行深刻反思，提出當(dāng)前陋飾銘公司所面臨的困境。在分析內(nèi)部資源和外部環(huán)境的基礎(chǔ)上，利用SWOT分析，對以往戰(zhàn)略進(jìn)行了總結(jié)，對未來的發(fā)展方向也從戰(zhàn)略的高度提出自己的看法，即從以前的WT戰(zhàn)略向WO戰(zhàn)略轉(zhuǎn)換，并且為ST做準(zhǔn)備，最終要實現(xiàn)SO。通過問卷調(diào)查的方式從皮具的材質(zhì)，環(huán)保性，藝術(shù)加工，品牌敏感度等方面了解消費者心理和行為的變化。在進(jìn)一步對市場進(jìn)行細(xì)分的基礎(chǔ)上重新為陋飾銘產(chǎn)品進(jìn)行定位。在擴(kuò)大產(chǎn)品的差異性的同時，抓住市場規(guī)律，總結(jié)模式，從而擴(kuò)大規(guī)模，探索一條從特色到模式再到規(guī)模的道路。并且從多個維度尋求突破企業(yè)瓶頸的方法，即產(chǎn)品開發(fā)上打造文化皮具，禮品皮具，以中端產(chǎn)品帶動高端和低端產(chǎn)品。價格定位上力求物超所值，并且在高，，中，低端市場滿足不同的消費需求。渠道建設(shè)上充分利用網(wǎng)絡(luò)建立客戶關(guān)系平臺，走以終端消費者帶動組織購買者的路線,直接面對零售商，逐步搭建公司與零售商以及各零售商之間的網(wǎng)絡(luò)平臺。通過改善包裝及提倡環(huán)保的社會效應(yīng)提升品牌形象等。 希望通過對陋飾銘公司的深入剖析，找到一條使微型企業(yè)依靠自身的管理和技術(shù)的提升走出逆境，并且不斷壯大的道路，這樣才能保證國家對微型企業(yè)的扶持政策發(fā)揮最大的效力。不但對眾多的微型企業(yè)有所幫助，還能保證國家的扶持資金不會付之東流。本文還嘗試建立以特色為支點的杠桿模型，幫助定性分析企業(yè)內(nèi)力和市場外力之間的關(guān)系，以及企業(yè)的變革與市場效應(yīng)之間的關(guān)系，還可以看出來企業(yè)發(fā)展壯大的過程中，支點該如何變化，以及模式如何調(diào)整。
[Abstract]:Enterprises need profit to develop, micro enterprises need profit more to develop. Huo Ming is a micro-enterprise engaged in the handmade leather industry. It deeply feels that in today's economic society where mechanized large-scale production is the dominant factor, it is necessary to combine the characteristics with the mainstream in order to make the scale. That is, not only have their own characteristics of products, but also have good marketing strategies. Although there are a lot of theories about small and micro enterprises, most of them are concentrated on the theoretical level, and few of them are deeply analyzed in combination with specific small and micro enterprises. The specific problems of Huo Ming Company need to be analyzed concretely. In this paper, we first reflect deeply on the course of Shao Ming Company, and put forward the predicament faced by Shao Ming Company. Based on the analysis of internal resources and external environment, this paper summarizes the past strategies by using SWOT analysis, and puts forward its own views on the future development direction, that is, the transformation from the previous WT strategy to the WO strategy. And to prepare for St, the ultimate implementation of SO. The changes of consumer psychology and behavior were investigated from the aspects of leather material, environmental protection, art processing, brand sensitivity and so on. In the further subdivision of the market on the basis of re-positioning for shabby decoration products. At the same time, we should grasp the market law, sum up the model, expand the scale and explore a road from characteristic to pattern to scale. And from many dimensions to find ways to break through the bottleneck of enterprises, that is, product development to create cultural leather goods, gift leather goods, with mid-end products to drive high-end and low-end products. Price positioning strive for value for money, and in the high, medium and low end of the market to meet different consumer demand. The channel construction makes full use of the network to set up the customer relationship platform, take the route that the terminal consumers lead the organization buyers, face the retailers directly, and build the network platform between the company, the retailer and the retailers step by step. Improve the brand image by improving packaging and promoting the social effect of environmental protection. I hope to find a way to help micro-enterprises to get out of adversity and grow up by their own management and technological improvement through the deep analysis of the Burrow inscription Company. Only in this way can we ensure the maximum effectiveness of the state's support policy for micro-enterprises. Not only for many microenterprises, but also to ensure that the state's support funds will not be lost. This paper also tries to establish a leverage model with characteristics as the fulcrum to help qualitatively analyze the relationship between enterprise internal force and market external force, as well as the relationship between enterprise transformation and market effect. It can also be seen that the process of enterprise development and growth can be seen. How the fulcrum should change and how the pattern is adjusted.
【學(xué)位授予單位】：吉林大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F274;F426.85

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