本文選題：紡織企業(yè) + 環(huán)境分析�。� 參考：《山東大學(xué)》2015年碩士論文

【摘要】：紡織行業(yè)是我國工業(yè)的重要組成部分,在長期的低成本優(yōu)勢下發(fā)展迅速,成長出了較高的競爭力。但是近幾年歐美各國的經(jīng)濟危機給紡織行業(yè)帶來了極大的挑戰(zhàn),產(chǎn)能過剩、技術(shù)落后、缺乏核心競爭力等問題紛紛暴露出來,不少紡織企業(yè)虧損和破產(chǎn)。這場危機也讓各紡織企業(yè)認(rèn)識到,行業(yè)應(yīng)該告別粗放式發(fā)展,只有早日轉(zhuǎn)變發(fā)展方式,提高企業(yè)的競爭能力,才能在多變的環(huán)境中保持穩(wěn)定的發(fā)展。而提高企業(yè)的競爭能力的唯一途徑,就是選擇一個合適的競爭戰(zhàn)略,并堅定的執(zhí)行下去。SR公司是國內(nèi)領(lǐng)先的毛紡織企業(yè),公司產(chǎn)品主要是精紡呢絨,產(chǎn)品遠(yuǎn)銷美、歐、日、韓、港澳等20多個國家和地區(qū)。2012年以來,國際市場環(huán)境持續(xù)低迷,美國經(jīng)濟復(fù)蘇緩慢,歐債危機越陷越深,日本經(jīng)濟增長乏力,加上歐元、日元的持續(xù)貶值,國際主要出口市場需求疲軟,對于SR公司這種以出口為主的公司影響尤甚。分析SR公司的具體情況,指出未來公司發(fā)展的競爭戰(zhàn)略,可以指導(dǎo)公司有效應(yīng)對外部環(huán)境的變化,提高企業(yè)的競爭能力,穩(wěn)定市場占有率,讓SR公司創(chuàng)造更多的輝煌。本文通過大量的資料收集,綜合運用了競爭戰(zhàn)略理論和工具,分析SR公司的具體情況,并提出了競爭戰(zhàn)略的選擇和保障措施。首先對SR公司進(jìn)行內(nèi)外部環(huán)境分析,使用外部要素評價矩陣(EFE)對外部環(huán)境要素進(jìn)行了評價,使用內(nèi)部要素評價矩陣(IFE)對內(nèi)部環(huán)境要素進(jìn)行了評價。然后根據(jù)前面的分析,運用SWOT模型評價了企業(yè)的優(yōu)勢、劣勢、機會和威脅,根據(jù)公司的戰(zhàn)略定位,借助定量戰(zhàn)略計劃矩陣(QSPM),確定了選擇差異化戰(zhàn)略做為SR公司的競爭戰(zhàn)略。根據(jù)SR公司的實際情況,將產(chǎn)品差異化和營銷差異化作為主要的差異化戰(zhàn)略實施途徑。最后從人力資源、產(chǎn)品、營銷、財務(wù)等方面提出了SR公司差異化戰(zhàn)略的保障措施。隨著技術(shù)水平差距的逐漸縮小、生產(chǎn)效率的不斷提高,毛紡織行業(yè)競爭也日趨激烈。在這種形勢下,毛紡織企業(yè)只有根據(jù)本身的情況選擇并實施適合自己的競爭戰(zhàn)略才能在激烈的競爭中生存下來。本文通過對宏觀環(huán)境、毛紡織行業(yè)以及SR公司的分析,得出了在激烈競爭的毛紡織行業(yè),選擇差異化戰(zhàn)略的道路,建立自己的競爭優(yōu)勢,就可以取得超出行業(yè)水平的利潤,從而在激烈的競爭中獲勝。隨著互聯(lián)網(wǎng)技術(shù)和智能化設(shè)備在企業(yè)的深入應(yīng)用,網(wǎng)絡(luò)營銷渠道越來越重要,智能化工廠受到越來越多企業(yè)的重視。本文在差異化戰(zhàn)略的實施途徑和保障措施中,提出了紡織生產(chǎn)型企業(yè)也應(yīng)注重網(wǎng)絡(luò)營銷渠道的應(yīng)用和智能化工廠的建設(shè),這不僅是差異化戰(zhàn)略實施的有力保障,而且還有助于企業(yè)在未來的競爭中提前布局,盡快適應(yīng)技術(shù)的進(jìn)步。由于目前毛紡企業(yè)所處的外部環(huán)境相同,各企業(yè)家差別不大,在發(fā)展過程中遇到的問題具有共通性,本文通過分析選擇的競爭戰(zhàn)略和確定的實施戰(zhàn)略措施,對于其他與SR公司處境相似的毛紡企業(yè)制定競爭戰(zhàn)略也具有借鑒意義。
[Abstract]:Textile industry is an important part of China's industry, developing rapidly under the long-term low cost advantage and growing up a high competitiveness. However, in recent years, the economic crisis in European and American countries has brought great challenges to the textile industry, such as overcapacity, backward technology, lack of core competitiveness and other problems, many textile enterprises. Loss and bankruptcy. This crisis has also made the textile enterprises realize that the industry should say goodbye to the extensive development. Only by changing the way of development and improving the competitiveness of enterprises can we maintain stable development in the changeable environment. The only way to improve the competitiveness of the enterprises is to choose a suitable competitive strategy and be firm. .SR company is one of the leading wool textile enterprises in China. Its products are mainly worsted and woolen. The products are sold to the more than 20 countries and regions of the United States, Europe, Japan, Korea, Hong Kong and Macao. Since.2012 years, the international market environment continues to be depressed, the recovery of the US economy is slow, the debt crisis in Europe is getting deeper and deeper, the economic growth of Japan is weak, and the euro and yen continue to continue. Devaluation, the weakness of the international main export market demand, especially for SR company, which is the main export company. Analysis of the specific situation of SR company, and point out that the competitive strategy of the development of Future Ltd can guide the company to respond effectively to the change of the external environment, improve the competitiveness of the enterprise, stabilize the market share, and let SR company create more Through a large amount of data collection, this article comprehensively uses the theory and tools of competition strategy, analyzes the specific situation of SR company, and puts forward the selection and guarantee measures of the competition strategy. First, the internal and external environment analysis of SR company is carried out, and the external factor evaluation matrix (EFE) is used to evaluate the external environment elements, and the internal elements are used. The evaluation matrix (IFE) is used to evaluate the internal environment factors. Then according to the previous analysis, the SWOT model is used to evaluate the advantages, disadvantages, opportunities and threats of the enterprise. According to the strategic positioning of the company and the quantitative strategic plan matrix (QSPM), the competitive strategy of choosing the differentiation strategy for the SR company is determined. According to the actual situation of SR company, the actual situation of the company is determined. In the end, product differentiation and marketing differentiation are the main ways to implement the difference strategy. Finally, the protection measures of SR company differentiation strategy are put forward from the aspects of human resources, products, marketing and finance. With the gradual narrowing of the technical level gap and the continuous improvement of production efficiency, the competition of the wool textile industry is becoming increasingly fierce. Under the situation, only the wool textile enterprises can choose and implement their own competitive strategy according to their own circumstances to survive in the fierce competition. Through the analysis of the macro environment, the wool textile industry and the SR company, this paper draws a conclusion that the road of choosing the differentiation strategy in the fierce competitive wool textile industry is to establish its own competitive advantage. As the Internet technology and intelligent equipment are used in enterprises, the network marketing channels are becoming more and more important, and more and more enterprises pay more attention to the intelligent chemical plant. This paper puts forward the textiles in the implementation and guarantee measures of the differential warfare strategy. The production enterprises should also pay attention to the application of network marketing channels and the construction of intelligent chemical plants. This is not only a powerful guarantee for the implementation of the differentiation strategy, but also helps the enterprises to arrange in advance in the future competition and adapt to the progress of technology as soon as possible. The problems encountered in the process of development are common. Through the analysis of the choice of competitive strategy and the implementation of the strategic measures, it is also of reference for other woolen enterprises with similar situation to SR companies to formulate competitive strategies.
【學(xué)位授予單位】：山東大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2015
【分類號】：F426.81;F271

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