【摘要】：隨著2006年我國WTO保護(hù)期的結(jié)束,再加上美國次貸危機(jī)使歐美消費(fèi)能力急劇萎縮,以及我國市場的全面開放,大公司、大外貿(mào)企業(yè)蜂擁而入,致使國內(nèi)消費(fèi)市場空前激烈。中小外貿(mào)企業(yè)面臨國內(nèi)外雙重競爭壓力,使我國很多中小外貿(mào)企業(yè)訂單銳減,由于資金缺乏,大量中小型外貿(mào)企業(yè)因此破產(chǎn)倒閉。對于我國而言,由于轉(zhuǎn)軌經(jīng)濟(jì)和二元經(jīng)濟(jì)的背景,正確認(rèn)識我國中小外貿(mào)企業(yè)面臨的問題,積極創(chuàng)造良好的發(fā)展環(huán)境和機(jī)遇,使其健康發(fā)展,對促進(jìn)我國國民經(jīng)濟(jì)健康可持續(xù)發(fā)展意義重大。 為此,本文在前人研究的基礎(chǔ)上,綜合分析了國內(nèi)外針對中小外貿(mào)企業(yè)研究的現(xiàn)狀與不足,回顧了相關(guān)理論。對我國中小外貿(mào)企業(yè)的競爭環(huán)境進(jìn)行了較為全面、系統(tǒng)地分析。以愛華電動(dòng)車外貿(mào)公司為典型案例,通過對我國中小外貿(mào)企業(yè)現(xiàn)狀及發(fā)展趨勢進(jìn)行分析,運(yùn)用戰(zhàn)略管理理論和戰(zhàn)略模型,對愛華電動(dòng)車外貿(mào)公司所處的外部宏觀環(huán)境、行業(yè)競爭態(tài)勢的全面分析。同時(shí)對企業(yè)內(nèi)部資源狀況進(jìn)行評價(jià),并通過運(yùn)用SWOT方法、綜合分析愛華電動(dòng)車外貿(mào)公司的機(jī)會(huì)和威脅。發(fā)現(xiàn)愛華電動(dòng)車外貿(mào)公司在人力資源管理上存在任用制度不完善,而在營銷方面有其獨(dú)特之處。然后基于愛華電動(dòng)車外貿(mào)公司的價(jià)值鏈分析和SWOT分析,運(yùn)用定量規(guī)劃評價(jià)矩陣對愛華電動(dòng)車外貿(mào)公司發(fā)展戰(zhàn)略進(jìn)行了選擇分析,確定愛華電動(dòng)車外貿(mào)公司下一步的發(fā)展戰(zhàn)略應(yīng)采取差異化戰(zhàn)略方案。而在市場區(qū)域市場定位上近期應(yīng)以東盟、中東為重點(diǎn)開發(fā)市場,關(guān)注拉美市場,選擇性地開發(fā)西歐、南亞市場客戶。同時(shí),為保證戰(zhàn)略目標(biāo)的完成,愛華電動(dòng)車外貿(mào)公司應(yīng)緊緊依托自身?xiàng)l件優(yōu)勢和資源優(yōu)勢,從優(yōu)化企業(yè)組織結(jié)構(gòu)、加強(qiáng)運(yùn)營管理、完善人力資源、加強(qiáng)品牌建設(shè)等進(jìn)行戰(zhàn)略實(shí)施和改進(jìn)。 本文最后在愛華電動(dòng)車外貿(mào)公司的基礎(chǔ)上,總結(jié)了我國中小外貿(mào)公司面臨的問題并提出了相應(yīng)的解決措施,并努力貫徹學(xué)以致用的原則,希望通過本文的研究,對愛華電動(dòng)車外貿(mào)公司以及類似的中小外貿(mào)企業(yè)在未來的發(fā)展實(shí)踐中給予指導(dǎo)作用。
[Abstract]:With the end of China's WTO protection period in 2006, coupled with the sharp contraction of American and European consumer power caused by the subprime mortgage crisis in the United States, and the overall opening of the market in China, large companies and large foreign trade enterprises are flocking in, resulting in an unprecedented fierce domestic consumer market. The small and medium-sized foreign trade enterprises are facing the double competitive pressure at home and abroad, which makes the orders of many small and medium-sized foreign trade enterprises drop sharply. Because of the lack of funds, a large number of small and medium-sized foreign trade enterprises go bankrupt and close down. For our country, due to the background of the transition economy and the dual economy, we should correctly understand the problems faced by our small and medium-sized foreign trade enterprises, actively create a good development environment and opportunities, and make them develop healthily. It is of great significance to promote the healthy and sustainable development of our national economy. Therefore, based on the previous studies, this paper comprehensively analyzes the current situation and shortcomings of domestic and international research on small and medium-sized foreign trade enterprises, and reviews the relevant theories. The competitive environment of small and medium foreign trade enterprises in China is analyzed comprehensively and systematically. Taking Aihua Electric vehicle Foreign Trade Company as a typical case, through analyzing the present situation and development trend of small and medium-sized foreign trade enterprises in China, applying the strategic management theory and strategic model, the paper analyzes the external macro environment of Aihua Electric vehicle Foreign Trade Company. A comprehensive analysis of the competitive situation in the industry. At the same time, the internal resources of the enterprise are evaluated, and the opportunities and threats of Aihua Electric vehicle Foreign Trade Company are comprehensively analyzed by using SWOT method. It is found that the appointment system is not perfect in the management of human resources in Aihua Electric vehicle Foreign Trade Company, and it has its own unique points in marketing. Then, based on the value chain analysis and SWOT analysis of Aihua Electric vehicle Foreign Trade Company, this paper uses the quantitative planning evaluation matrix to select and analyze the development strategy of Aihua Electric vehicle Foreign Trade Company. The next development strategy of Aihua Electric vehicle Foreign Trade Company should be differentiated strategy. In the near future, ASEAN and the Middle East should focus on developing the market, paying attention to the Latin American market and selectively developing the customers of Western Europe and South Asia. At the same time, in order to ensure the completion of the strategic goal, Aihua Electric vehicle Foreign Trade Company should closely rely on its own advantages and resource advantages to optimize the organizational structure of the enterprise, strengthen operation management, and improve human resources. Strengthen brand construction and carry out strategic implementation and improvement. Finally, on the basis of Aihua Electric vehicle Foreign Trade Company, this paper summarizes the problems faced by small and medium-sized foreign trade companies in China and puts forward corresponding solutions, and tries to implement the principle of applying learning to practical use. It will give guidance to Aihua Electric vehicle Foreign Trade Company and similar small and medium-sized foreign trade enterprises in the future development practice.
【學(xué)位授予單位】：西南交通大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F272;F426.47

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