發(fā)布時(shí)間：2017-03-21 20:11

  本文關(guān)鍵詞：廣州利農(nóng)飼料廠發(fā)展戰(zhàn)略研究，，由筆耕文化傳播整理發(fā)布。

【摘要】：70年代末從正大康地進(jìn)入中國市場(chǎng)以來,中國的飼料工業(yè)如雨后春筍般地在全國大地上興起。從起步到騰飛,以銳不可當(dāng)之勢(shì)向前邁進(jìn),并逐漸成為國民經(jīng)濟(jì)中舉足輕重的一個(gè)行業(yè)。經(jīng)過30多年的快速發(fā)展,我國目前已經(jīng)成為世界排名第一的飼料生產(chǎn)大國。然而,隨著這個(gè)行業(yè)的成熟和競(jìng)爭(zhēng)的加劇,目前飼料業(yè)進(jìn)入了平臺(tái)發(fā)展期,特別是十二五期間,受政策和豬肉行情的雙重影響,中小飼料企業(yè)出現(xiàn)一大批倒閉潮。利農(nóng)公司于飼料行業(yè)最不景氣的時(shí)候成立(2014年),致力于開發(fā)綠色安全發(fā)酵飼料。因產(chǎn)品技術(shù)含量極高但是生產(chǎn)水平極低,一成立就被業(yè)界取笑為“捧著金飯碗要飯”,但是公司從籌建到開始盈利只用了短短半年時(shí)間。隨著國家對(duì)食品添加劑的控制和生物發(fā)酵技術(shù)的普及,生物發(fā)酵領(lǐng)域的行業(yè)競(jìng)爭(zhēng)開始醞釀,而公司本身就存在生產(chǎn)能力過低,客戶議價(jià)能力太高等諸多問題。在這種形勢(shì)下,利農(nóng)公司如何才能保持市場(chǎng)先機(jī)地位并持續(xù)健康發(fā)展,是急需解決的課題。為此該文以利農(nóng)飼料公司為研究對(duì)象,特對(duì)其發(fā)展戰(zhàn)略進(jìn)行研究。首先,對(duì)企業(yè)面臨的政治、經(jīng)濟(jì)、社會(huì)、技術(shù)等一般外部環(huán)境進(jìn)行分析(又稱PEST分析),其次通過對(duì)利農(nóng)公司所在的飼料行業(yè)的行業(yè)特點(diǎn)和競(jìng)爭(zhēng)力進(jìn)行分析,找出行業(yè)內(nèi)和本企業(yè)發(fā)展相關(guān)的優(yōu)勢(shì)和弱點(diǎn),判別企業(yè)的利潤來源,提高增值能力。通過對(duì)企業(yè)發(fā)展歷史比較分析,進(jìn)一步了解公司的戰(zhàn)略能力。最后根據(jù)利農(nóng)公司任務(wù)使命和中長(zhǎng)期目標(biāo),結(jié)合STP戰(zhàn)略和SWOT矩陣進(jìn)行戰(zhàn)略制定,并結(jié)合戰(zhàn)略選擇準(zhǔn)則,從而確定利農(nóng)公司的發(fā)展戰(zhàn)略。通過研究分析,得出利農(nóng)公司面對(duì)目前的內(nèi)外環(huán)境形勢(shì),公司發(fā)展戰(zhàn)略主要采用加強(qiáng)性戰(zhàn)略和前向一體化經(jīng)營戰(zhàn)略;公司在市場(chǎng)競(jìng)爭(zhēng)中主要采取價(jià)格戰(zhàn)略;在市場(chǎng)營銷方面,企業(yè)主要運(yùn)用服務(wù)差異化,市場(chǎng)滲透戰(zhàn)略,充分發(fā)揮技術(shù)優(yōu)勢(shì)和小企業(yè)的靈活性,以鞏固市場(chǎng)份額和增加盈利。
【關(guān)鍵詞】：飼料業(yè) 中小企業(yè) 生物發(fā)酵 利基市場(chǎng) 發(fā)展戰(zhàn)略
【學(xué)位授予單位】：廣東外語外貿(mào)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2016
【分類號(hào)】：F324.6;F272
【目錄】：

• ACKNOWLEDGEMENTS4-5
• ABSTRACT5-7
• 摘要7-16
• Chapter One Introduction16-20
• 1.1 Research background and significance16-17
• 1.2 Content of the research17
• 1.3 Approach and methods of the research17-20
• 1.3.1 Approach of the research17-19
• 1.3.2 Methods of the research19-20
• Chapter Two Literature Review20-32
• 2.1 Research on the corporate strategic management20-25
• 2.1.1 Evolution of the thoughts20-22
• 2.1.2 Trends of development22-23
• 2.1.3 Hierarchical structure23-25
• 1. Overall strategy (Corporate strategy)23-24
• 2. Business unit strategy (Business strategy)24
• 3. Functional strategy24-25
• 2.2 Researches on corporate development strategy25-28
• 2.1.1 Definition of Enterprise Development Strategy25-26
• 2.1.2 The Basic Framework of Enterprise Strategic Development26-28
• 2.3 The combination of relevant theories28-32
• 2.3.1 Small and medium size enterprises28
• 2.3.2 Core competence theory28-30
• 2.3.3 Virtual Operation Theory30-32
• Chapter Three Case Description32-36
• 3.1 Reason of plant construction32-33
• 3.2 Company profile33-34
• 3.3 Positioning and development34-35
• 3.3.1 The strategic positioning of Linong Feed plant: OEM business34
• 3.3.2 The development situation of Linong Company34-35
• 3.4 Main existing problems35-36
• Chapter Four Case Study36-57
• 4.1 Analysis of industrial environment (PEST analysis)36-42
• 4.1.1 Introduction to the feed industry39-40
• 4.1.2 Features of the feed industry40-42
• 1．High logistics cost40
• 2．Serious product homogeneity40
• 3．Differentiation of service level40-41
• 4． Serious sale on credit41-42
• 4.2. Competitive Analysis (Five Forces Model)42-47
• 4.2.1．Bargaining Power of suppliers43-44
• 4.2.2．Buyers’ bargaining power44
• 4.2.3．The threat of potential entrants44-45
• 4.2.4．Threat of substitute products45-46
• 4.2.5．Industry competition46-47
• 4.3. STP Strategy Analysis on feeds of the Linong Company in early stage47-49
• 4.4 The SWOT Analysis of the Linong Company49-57
• 4.4.1 Strength (S)50-51
• 1．Biological Fermentation Technology50
• 2．Flexibility of Small Enterprise50-51
• 3．Good After-sales Service51
• 4.4.2 Weakness (W)51-52
• 1．Low Output51-52
• 2 Family Business System52
• 3 Lack of Specialty in Purchase52
• 4.4.3 Opportunity (O)52-54
• 1 The Policy Dilemma that Small and Medium-Sized Enterprises Face53
• 2 The Increasing Demands for High-quality, Safe and Environmental Feeds53-54
• 4.4.4 Threat (T)54-57
• 1 Unstable Supply of Raw Materials54-55
• 2 The Development and Growth of Farms of Scale55-57
• Chapter Five Strategic Analysis and Selection57-66
• 5.1 The Strategic Target of the Linong Company58
• 5.2 The Business Strategy of the Linong Company58-60
• 5.3 The Functional Strategy of the Linong Company60-65
• 5.3.1 Product Strategy61-62
• 5.3.2 Purchasing Strategy62-63
• 5.3.3 Production Strategy63
• 5.3.4 Marketing Strategy63-65
• 5.4 Choosing the Development Strategy for the Linong Company65-66
• Chapter Six Conclusion and Expectation66-68
• REFERENCE68-70

  本文關(guān)鍵詞：廣州利農(nóng)飼料廠發(fā)展戰(zhàn)略研究，由筆耕文化傳播整理發(fā)布。

本文編號(hào)：260233