本文關(guān)鍵詞： 白酒行業(yè) 金徽酒業(yè) 發(fā)展戰(zhàn)略　出處：《蘭州理工大學(xué)》2013年碩士論文　論文類(lèi)型：學(xué)位論文

【摘要】：在當(dāng)前的中國(guó)白酒行業(yè),茅臺(tái)、五糧液、劍南春等大型企業(yè)憑借其資本、技術(shù)、人才和品牌優(yōu)勢(shì)牢牢占據(jù)著國(guó)內(nèi)高端市場(chǎng),部分區(qū)域性品牌也通過(guò)實(shí)施有效的發(fā)展戰(zhàn)略而在國(guó)內(nèi)中低端白酒市場(chǎng)占據(jù)一席之地。但隨著國(guó)家產(chǎn)業(yè)政策對(duì)白酒總量的限制、消費(fèi)稅計(jì)量征收辦法的實(shí)施、產(chǎn)品需求結(jié)構(gòu)的改變、消費(fèi)目標(biāo)群體的變換、替代品類(lèi)型的增加和外國(guó)資本的加速滲透,使得白酒行業(yè)的競(jìng)爭(zhēng)愈加激烈,許多中小白酒企業(yè)的發(fā)展日趨艱難,利潤(rùn)空間持續(xù)下降,眾多小酒廠(chǎng)相繼破產(chǎn)倒閉,影響了區(qū)域經(jīng)濟(jì)發(fā)展。面對(duì)激烈而殘酷的市場(chǎng)競(jìng)爭(zhēng),中小白酒企業(yè)如何提高核心競(jìng)爭(zhēng)力而實(shí)現(xiàn)可持續(xù)發(fā)展,制定正確的發(fā)展戰(zhàn)略是關(guān)鍵環(huán)節(jié)。本文采用實(shí)地調(diào)查、比較分析與歸納總結(jié)的研究方法,在分析國(guó)內(nèi)及甘肅省白酒行業(yè)發(fā)展?fàn)顩r的基礎(chǔ)上,通過(guò)收集行業(yè)信息和了解國(guó)家產(chǎn)業(yè)與稅收政策,分析當(dāng)前企業(yè)所處的外部環(huán)境,找到機(jī)會(huì)與威脅因素；再?gòu)钠髽I(yè)內(nèi)部的各項(xiàng)資源(包括人力資源、信息資源、財(cái)務(wù)狀況、生產(chǎn)經(jīng)營(yíng)能力、市場(chǎng)營(yíng)銷(xiāo)能力、產(chǎn)品研發(fā)能力等方面)分析自身的優(yōu)勢(shì)和劣勢(shì)；爾后利用SWOT法分析了發(fā)展戰(zhàn)略的匹配狀況,提出適合金徽酒業(yè)發(fā)展的“增長(zhǎng)型”戰(zhàn)略導(dǎo)向,即“通過(guò)政府扶持使企業(yè)順利上市,以白酒產(chǎn)業(yè)為唯一發(fā)展方向,加快開(kāi)發(fā)新型高端白酒產(chǎn)品；集中資金使主導(dǎo)產(chǎn)品(中端產(chǎn)品)盡快實(shí)現(xiàn)規(guī)模經(jīng)濟(jì),從而降低生產(chǎn)成本,在同類(lèi)企業(yè)中形成比較優(yōu)勢(shì)；削減低端產(chǎn)品生產(chǎn),提高企業(yè)整體績(jī)效。在中高端產(chǎn)品牢牢掌握本省市場(chǎng)的同時(shí)向全國(guó)進(jìn)軍；兼并省內(nèi)小型白酒企業(yè),提高與經(jīng)銷(xiāo)商企業(yè)的關(guān)聯(lián)度,攜手省內(nèi)濱河集團(tuán)、漢武御酒業(yè)等企業(yè)組建經(jīng)濟(jì)聯(lián)合組織,提升隴酒產(chǎn)業(yè)水平；通過(guò)生產(chǎn)要素的控制和文化與制度的創(chuàng)新,提升企業(yè)核心競(jìng)爭(zhēng)力,最終實(shí)現(xiàn)企業(yè)的可持續(xù)發(fā)展”；最后制定短期和中長(zhǎng)期發(fā)展戰(zhàn)略目標(biāo),并提出相應(yīng)的戰(zhàn)略實(shí)施方案,通過(guò)調(diào)整產(chǎn)業(yè)規(guī)模、改變戰(zhàn)略布局、優(yōu)化組織結(jié)構(gòu)、加強(qiáng)品牌塑造、健全市場(chǎng)營(yíng)銷(xiāo)網(wǎng)絡(luò)體系、實(shí)施企業(yè)文化創(chuàng)新、加強(qiáng)人力資源管理和實(shí)施科技創(chuàng)新等措施保障戰(zhàn)略的實(shí)施。
[Abstract]:In the current Chinese liquor industry, Maotai, Wuliangye, Jiannanchun and other large enterprises, with their capital, technology, talent and brand advantages, firmly occupy the domestic high-end market. Some regional brands also occupy a place in the domestic middle and low end liquor market through the implementation of effective development strategy. However, with the restriction of national industrial policy on the total amount of liquor, the measures of consumption tax metering and levying have been implemented. The change of product demand structure, the change of consumption target group, the increase of substitute type and the accelerated infiltration of foreign capital make the competition of liquor industry more fierce, and the development of many small and medium-sized liquor enterprises becomes more and more difficult. The profit space continues to decline and many small distilleries go bankrupt and close down one after another, which affects the development of regional economy. Facing the fierce and cruel market competition, how to improve the core competitiveness and realize sustainable development of small and medium-sized liquor enterprises, It is a key link to formulate a correct development strategy. This paper adopts the research methods of field investigation, comparative analysis and summary, on the basis of analyzing the development situation of liquor industry in China and Gansu Province. Through collecting industry information and understanding the national industry and tax policy, analyzing the external environment of the current enterprises, identifying opportunities and threat factors, and then from the internal resources (including human resources, information resources, financial situation), Analysis of their own strengths and weaknesses; then using the SWOT method to analyze the matching situation of the development strategy, put forward the "growth" strategic orientation suitable for the development of Jinhui wine industry. That is, "through government support, enterprises can go public smoothly, take liquor industry as the only direction of development, speed up the development of new high-end liquor products, concentrate funds to realize economies of scale for leading products (intermediate products) as soon as possible, thereby reducing production costs," Form comparative advantage in the same kind of enterprises; reduce the production of low-end products, improve the overall performance of enterprises. In the high-end products firmly grasp the province's market at the same time march to the whole country, annex small liquor enterprises in the province, Improve the correlation with dealers, join hands with Binhe Group, Hanwu Liquor Industry and other enterprises to set up economic association organizations, promote the level of Longjiu industry, improve the core competitiveness of enterprises through the control of production factors and the innovation of culture and system, Finally, to achieve the sustainable development of the enterprise "; finally, to formulate the strategic objectives of short-term and long-term development, and put forward the corresponding strategic implementation plan, through adjusting the scale of the industry, changing the strategic layout, optimizing the organizational structure, strengthening the brand shaping, Perfect the marketing network system, implement the enterprise culture innovation, strengthen the human resource management and carry out the scientific and technological innovation and other measures to ensure the implementation of the strategy.
【學(xué)位授予單位】：蘭州理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類(lèi)號(hào)】：F426.82;F272

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本文編號(hào)：1529097