本文選題：農(nóng)藥 + 多元化　； 參考：《華中科技大學(xué)》2013年碩士論文

【摘要】：當(dāng)前，全球糧食問(wèn)題日益受到重視，農(nóng)業(yè)得到了快速發(fā)展，農(nóng)業(yè)的發(fā)展拉動(dòng)了化肥、農(nóng)藥等相關(guān)農(nóng)資產(chǎn)品的需求，這就使得近幾年來(lái)國(guó)內(nèi)的農(nóng)藥企業(yè)得到了巨大的發(fā)展機(jī)會(huì)。 KQ公司成立于2009年，是一家新興的農(nóng)藥生產(chǎn)企業(yè)，成立之初以準(zhǔn)確的產(chǎn)品定位和扎實(shí)的銷售策略迅速打開(kāi)了市場(chǎng)局面，經(jīng)過(guò)四年多的快速發(fā)展后，已經(jīng)成為一顆行業(yè)內(nèi)矚目的新星。隨著國(guó)家越來(lái)越嚴(yán)厲的產(chǎn)業(yè)調(diào)控政策出臺(tái)和越來(lái)越激烈的市場(chǎng)競(jìng)爭(zhēng)環(huán)境，KQ公司面臨著今后發(fā)展的戰(zhàn)略性選擇，是堅(jiān)持專業(yè)化在農(nóng)藥行業(yè)里做大做強(qiáng)，還是多元化發(fā)展分散風(fēng)險(xiǎn)。本文采用定性與定量相結(jié)合的方法，首先對(duì)KQ公司經(jīng)營(yíng)的外部環(huán)境、內(nèi)部環(huán)境進(jìn)行深入地分析，論述了外部環(huán)境因素對(duì)公司經(jīng)營(yíng)等方面的影響，對(duì)公司內(nèi)部環(huán)境進(jìn)行客觀評(píng)估。其次，在綜合內(nèi)外部環(huán)境分析的基礎(chǔ)上，，通過(guò)行業(yè)集中度和SWOT分析方法，了解并總結(jié)KQ公司自身相應(yīng)的競(jìng)爭(zhēng)優(yōu)勢(shì)和競(jìng)爭(zhēng)劣勢(shì)，對(duì)公司所面對(duì)的潛在機(jī)會(huì)和外部威脅進(jìn)行了深入分析，并對(duì)比出公司發(fā)展專業(yè)化與多元化戰(zhàn)略的優(yōu)缺點(diǎn)，明確了公司在未來(lái)幾年內(nèi)還要堅(jiān)持專業(yè)化的發(fā)展戰(zhàn)略。公司應(yīng)該專注于農(nóng)藥行業(yè)，打造核心競(jìng)爭(zhēng)力，提升品牌知名度，成為細(xì)分市場(chǎng)的領(lǐng)導(dǎo)者，進(jìn)而在未來(lái)幾年內(nèi)躋身國(guó)內(nèi)大型企業(yè)的行列。最后，本文從產(chǎn)業(yè)鏈整合、產(chǎn)品差異化、成本領(lǐng)先、品牌塑造等四個(gè)方面策略，為實(shí)施公司專業(yè)化發(fā)展戰(zhàn)略提出了具體措施，為經(jīng)營(yíng)目標(biāo)的實(shí)現(xiàn)提供了實(shí)施路徑和保障。同時(shí)，也為同行在專業(yè)化和多元化戰(zhàn)略選擇上提供了借鑒思路。
[Abstract]:At present, the global food problem has been paid more and more attention, agriculture has developed rapidly. The development of agriculture has driven the demand of chemical fertilizer and other related agricultural products, which has made the domestic pesticide enterprises get great development opportunities in recent years.
KQ, founded in 2009, is a new enterprise of pesticide production. At the beginning of its establishment, the market situation was quickly opened with accurate product positioning and solid marketing strategy. After more than four years of rapid development, it has become a new star in the industry. With the more and more stringent industrial regulation and control policy of the country, it has become more and more intense. In the market competition environment, KQ company is facing the strategic choice of future development. It is to insist on specialization in the pesticide industry, or to diversify the risk of decentralization. This paper adopts the method of combining qualitative and quantitative. Firstly, the external environment and internal environment of KQ company are deeply analyzed, and the external environmental factors are discussed. The internal environment of the company is evaluated objectively. Secondly, on the basis of the comprehensive internal and external environment analysis, through the industry concentration and SWOT analysis method, the corresponding competitive advantage and competitive disadvantage of KQ company are understood and summarized, and the potential opportunities and external threats facing the company are deeply divided. In the next few years, the company should focus on the pesticide industry, build the core competitiveness, improve the brand awareness, become the leader of the market, and then become one of the large domestic enterprises in the next few years. In the end, this article from the four aspects of industrial chain integration, product differentiation, cost lead, brand molding, put forward specific measures for the implementation of the company's professional development strategy, providing the implementation path and guarantee for the realization of the business objectives. At the same time, it also provides a reference for the peers in the choice of specialization and diversification strategy.
【學(xué)位授予單位】：華中科技大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F426.72

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本文編號(hào)：1985743