X體育用品零售公司戰(zhàn)略探析
發(fā)布時間：2019-04-28 21:09
【摘要】：過去十幾年,中國體育用品行業(yè)依靠“跑馬圈地”式的外延擴(kuò)張實現(xiàn)了快速增長。但最近幾年來,接連受到金融海嘯和歐債危機的沖擊,行業(yè)增速驟降,業(yè)績大幅下滑。體育用品零售商作為行業(yè)的觸角,站在市場最前沿,最先感覺到了“過冬”的寒冷。 x公司是一家有近二十年發(fā)展歷史的體育用品零售商,受到不景氣的外部環(huán)境和過去高速增長帶來的內(nèi)部管理問題的影響,近些年來業(yè)務(wù)發(fā)展停滯不前,經(jīng)營業(yè)績持續(xù)下降。如何制定可持續(xù)的業(yè)務(wù)戰(zhàn)略,突破業(yè)務(wù)發(fā)展瓶頸,踏上健康的發(fā)展道路,已成為X公司迫切需要解決的問題。 針對X公司面臨的業(yè)務(wù)發(fā)展乏力問題,本文采用實地訪談和問卷調(diào)研的方法,運用企業(yè)戰(zhàn)略的相關(guān)理論進(jìn)行了深入研究。本文首先運用PEST分析法等理論知識分析了X公司的外部宏觀環(huán)境和行業(yè)現(xiàn)狀,重點分析了體育用品零售業(yè)的發(fā)展特征和行業(yè)標(biāo)桿企業(yè)。然后,從業(yè)務(wù)體系和管理機制兩個方面對X公司內(nèi)部環(huán)境進(jìn)行了深入剖析,并通過問卷調(diào)查評估了各項業(yè)務(wù)的業(yè)務(wù)能力。進(jìn)而,綜合公司內(nèi)外部環(huán)境的機會、威脅與優(yōu)勢、劣勢,運用SWOT矩陣明確了X公司的總體戰(zhàn)略。按照公司總體戰(zhàn)略要求,結(jié)合“市場吸引力——內(nèi)部競爭力”模型對各項業(yè)務(wù)的評估結(jié)果,從業(yè)務(wù)發(fā)展定位、發(fā)展路徑和發(fā)展目標(biāo)三個方面制定了X公司業(yè)務(wù)發(fā)展戰(zhàn)略。最后,為實現(xiàn)公司業(yè)務(wù)發(fā)展戰(zhàn)略,本文對業(yè)務(wù)戰(zhàn)略實施提出了建議。 基于上述分析,本文建議X公司采取“提升內(nèi)部運營、增強內(nèi)涵增長”的穩(wěn)健型總體戰(zhàn)略,并據(jù)此明確了公司的業(yè)務(wù)發(fā)展戰(zhàn)略,即“經(jīng)銷代理和運動城業(yè)務(wù)為公司重點發(fā)展業(yè)務(wù)；平價潮流品類店為培育發(fā)展業(yè)務(wù)；電子商務(wù)、自建品牌和品牌代理為未來發(fā)展業(yè)務(wù)”。 本文的研究是在對X公司全面分析的基礎(chǔ)上,構(gòu)建了公司的業(yè)務(wù)戰(zhàn)略,對X公司未來發(fā)展具有指導(dǎo)意義。同時,本文的研究也將對國內(nèi)體育用品零售企業(yè)的業(yè)務(wù)發(fā)展提供有益參考與借鑒。
[Abstract]:Over the past ten years, China's sporting goods industry has grown rapidly through the expansion of the Horse Circle. But in recent years, hit by the financial tsunami and the European debt crisis, industry growth has plummeted and performance has slumped. Sporting goods retailers, as the industry's tentacles, stand at the forefront of the market, the first to feel the "winter" cold. X Company is a sporting goods retailer with a history of nearly two decades. Affected by the bad external environment and internal management problems caused by the past high-speed growth, the business development of X Company has stagnated in recent years, and its operating performance has continued to decline. How to make a sustainable business strategy, break through the bottleneck of business development and embark on a healthy development path has become an urgent problem to be solved by X Company. In view of the weakness of X Company's business development, this paper adopts the methods of on-the-spot interview and questionnaire survey, and makes a deep research on the related theory of enterprise strategy. In this paper, the external macro-environment and current situation of X company are analyzed by using PEST analysis and other theoretical knowledge, and the development characteristics of sports goods retailing and industry benchmarking enterprises are emphatically analyzed. Then, the internal environment of X Company is deeply analyzed from two aspects of business system and management mechanism, and the business ability of each business is evaluated by questionnaire. Furthermore, combining the opportunities, threats, strengths and weaknesses of the internal and external environment, the overall strategy of X Company is defined by using SWOT matrix. According to the overall strategic requirements of the company, combined with the evaluation results of the "Market attraction-Internal Competitiveness" model, the business development strategy of X Company is drawn up from three aspects: the orientation of business development, the development path and the development goal. Finally, in order to realize the company's business development strategy, this paper puts forward some suggestions for the implementation of the business strategy. Based on the above-mentioned analysis, this paper suggests that X Company adopt a robust overall strategy of "enhancing internal operations and enhancing connotation growth", and on this basis, the business development strategy of the company is clearly defined. That is, "Distribution agents and sports city business for the company's key development business;" Parity trend stores for the development of business; e-commerce, self-building brand and brand agent for the future development business. Based on the comprehensive analysis of X Company, this paper constructs the business strategy of X Company, which is of guiding significance to the future development of X Company. At the same time, the research in this paper will also provide a useful reference and reference for the domestic sports goods retail enterprises' business development.
【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】：F426.8;F724.2;F272
本文編號：2467971
[Abstract]:Over the past ten years, China's sporting goods industry has grown rapidly through the expansion of the Horse Circle. But in recent years, hit by the financial tsunami and the European debt crisis, industry growth has plummeted and performance has slumped. Sporting goods retailers, as the industry's tentacles, stand at the forefront of the market, the first to feel the "winter" cold. X Company is a sporting goods retailer with a history of nearly two decades. Affected by the bad external environment and internal management problems caused by the past high-speed growth, the business development of X Company has stagnated in recent years, and its operating performance has continued to decline. How to make a sustainable business strategy, break through the bottleneck of business development and embark on a healthy development path has become an urgent problem to be solved by X Company. In view of the weakness of X Company's business development, this paper adopts the methods of on-the-spot interview and questionnaire survey, and makes a deep research on the related theory of enterprise strategy. In this paper, the external macro-environment and current situation of X company are analyzed by using PEST analysis and other theoretical knowledge, and the development characteristics of sports goods retailing and industry benchmarking enterprises are emphatically analyzed. Then, the internal environment of X Company is deeply analyzed from two aspects of business system and management mechanism, and the business ability of each business is evaluated by questionnaire. Furthermore, combining the opportunities, threats, strengths and weaknesses of the internal and external environment, the overall strategy of X Company is defined by using SWOT matrix. According to the overall strategic requirements of the company, combined with the evaluation results of the "Market attraction-Internal Competitiveness" model, the business development strategy of X Company is drawn up from three aspects: the orientation of business development, the development path and the development goal. Finally, in order to realize the company's business development strategy, this paper puts forward some suggestions for the implementation of the business strategy. Based on the above-mentioned analysis, this paper suggests that X Company adopt a robust overall strategy of "enhancing internal operations and enhancing connotation growth", and on this basis, the business development strategy of the company is clearly defined. That is, "Distribution agents and sports city business for the company's key development business;" Parity trend stores for the development of business; e-commerce, self-building brand and brand agent for the future development business. Based on the comprehensive analysis of X Company, this paper constructs the business strategy of X Company, which is of guiding significance to the future development of X Company. At the same time, the research in this paper will also provide a useful reference and reference for the domestic sports goods retail enterprises' business development.
【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】：F426.8;F724.2;F272
【參考文獻(xiàn)】
相關(guān)期刊論文 前10條
1 樊澎濤;;適合網(wǎng)絡(luò)營銷的產(chǎn)品特征分析[J];生產(chǎn)力研究;2009年18期
2 付建西;焦福巖;張玉芳;;關(guān)于我國服裝品牌戰(zhàn)略的研究[J];商場現(xiàn)代化;2006年12期
3 李莎;李進(jìn);;全球金融危機背景下我國體育產(chǎn)業(yè)發(fā)展的思考[J];成都體育學(xué)院學(xué)報;2009年03期
4 李懷標(biāo);;國際體育產(chǎn)業(yè)的概況及對我國體育產(chǎn)業(yè)發(fā)展的啟示[J];體育科技文獻(xiàn)通報;2006年07期
5 楊康民;體育用品的品牌戰(zhàn)略構(gòu)想[J];上海體育學(xué)院學(xué)報;2003年06期
6 金碩;;我國體育用品產(chǎn)業(yè)集群的區(qū)域品牌建設(shè)研究[J];天津體育學(xué)院學(xué)報;2009年01期
7 洪流;;打造國際高端體育用品品牌的戰(zhàn)略構(gòu)想[J];體育文化導(dǎo)刊;2012年02期
8 楊永剛;蔡春娣;楊杰;;體育商品零售企業(yè)渠道扁平化分析[J];中國商貿(mào);2012年15期
9 孫屹立;胡瑞敏;高會芳;曹偉凱;;基于B2C模式的體育用品零售渠道前景研究[J];中國商貿(mào);2012年15期
10 盧泰宏,黃勝兵,羅紀(jì)寧;論品牌資產(chǎn)的定義[J];中山大學(xué)學(xué)報(社會科學(xué)版);2000年04期
，本文編號：2467971
本文鏈接：http://sikaile.net/guanlilunwen/shengchanguanlilunwen/2467971.html
最近更新
教材專著
