近年來,中國的老年人口一直在快速增長,占中國總人口的比例在不斷地提升,預計到2050年將達到峰值。中國已經進入老齡化社會,與之配套的健康養(yǎng)老產業(yè)也迎來了發(fā)展的黃金時期。然而,健康養(yǎng)老產業(yè)目前在中國還處于起步階段,發(fā)展路徑、盈利模式等都還處于探索階段。本文的主要研究對象H公司,近年來致力于發(fā)展健康養(yǎng)老產業(yè),打造大健康產業(yè)鏈,現已初具規(guī)模。但是也面臨著機構養(yǎng)老業(yè)務發(fā)展速度變緩,老年人長期護理保險業(yè)務未形成業(yè)務規(guī)模,社區(qū)居家養(yǎng)老服務中心、互聯網+健康管理養(yǎng)老、老年旅居、養(yǎng)老產品銷售等業(yè)務未能有效創(chuàng)造利潤等問題。通過對H公司存在問題的剖析,找準癥結所在,進而提出符合H公司的戰(zhàn)略組合建議,是本次研究的重點。本文以中國老年人口現狀為切入點,引出對中國健康養(yǎng)老產業(yè)發(fā)展的思考,然后分析戰(zhàn)略管理和健康養(yǎng)老產業(yè)相關概念,探討國內外對健康養(yǎng)老產業(yè)布局、養(yǎng)老模式的相關理論成果,對中國健康養(yǎng)老市場現狀和產業(yè)發(fā)展趨勢做出綜合闡述。通過分析H公司健康養(yǎng)老產業(yè)的現狀,剖析產業(yè)布局中存在的問題,提出解決方案和戰(zhàn)略組合建議,制定具體行動方案。本文通過文獻研究法掌握戰(zhàn)略管理相關知識及健康養(yǎng)老產業(yè)發(fā)展的相關理論基礎和研究現狀... 

【文章來源】：廣東外語外貿大學廣東省

【文章頁數】：107 頁

【學位級別】：碩士

【文章目錄】：
Acknowledgements
ABSTRACT
摘要
Chapter Ⅰ Introduction
    1.1 Research Background
    1.2 Research Objectives
    1.3 Research Significance
    1.4 Research Methods
        1.4.1 Literature Analysis
        1.4.2 Case Analysis
Chapter Ⅱ Literature Review
    2.1 Core Concepts
        2.1.1 Core Concepts Related to Strategic Management
        2.1.2 Core Concepts Related to the Healthy Elderly Care
    2.2 Relevant Theories
        2.2.1 Theories Related to Strategic Management
        2.2.2 Foreign Healthy Elderly Care Industry Layout and Elderly Care Mode
        2.2.3 Domestic Healthy Elderly Care Industry Layout and Elderly Care Mode
        2.2.4 The Enlightenment of Foreign Healthy Elderly Care Industry to China
    2.3 Research Trends
        2.3.1 China's Elderly Care Industry Market Status
        2.3.2 Studies and Application of the Development Trend of China's ElderlyCare Industry in Recent Years
    2.4 Research Gap
Chapter Ⅲ Case Description
    3.1 Introduction to H Company
    3.2 Organizational Framework of H Company
    3.3 Analysis on The Current Situation of H Company’s Elderly Care Industry
        3.3.1 Analysis on the Macro Environment of The Elderly Care Industry of HCompany through PEST Model
        3.3.2 Analysis of Existing Business of H Company with Boston ConsultingGroup(BCG)Matrix Model
Chapter Ⅳ Problems Analysis
    4.1 Key Problems in H Company’s Healthy Elderly Care Businesses
    4.2 Problems Existing in Each Business Segment of the Company
        4.2.1 Slow Development of Institution-supported Elderly Care Business
        4.2.2 Incomplete Scale of the Long-term Care Insurance for the Elderly
        4.2.3 Low profits of other Business
    4.3 Questions of H Company’s Business
    4.4 Analysis of H Company’s Existing Problems
        4.4.1 Unrealistic Expectation and Radicalness
        4.4.2 Insufficient Understandings of the Industry
        4.4.3 Inadequate Knowledge Reserve and Practical Experience of theDecision-Making Leadership
        4.4.4 Insufficient Reserve of Talents
Chapter Ⅴ Key Points of H Company’s Strategic Portfolio of the Healthy Elderly CareIndustry and Solutions
    5.1 Key Points of the Strategic Business Portfolio
        5.1.1 Establishing Brand Advantage with Institution-supported Elderly Care
        5.1.2 Achieving Breakthrough with the Long-term Care Insurance for theElderly
        5.1.3 Broadening the Scope of Business Radiation with Existing Platforms
        5.1.4 Accelerating the Incubation of Industry with Funds
        5.1.5 Recycling Timely
        5.1.6 Shrinking the Radius of Activity
    5.2 The Implementation Path of Industrial Strategic Portfolio
        5.2.1 The Development Strategy
        5.2.2 The Maintenance Strategy
        5.2.3 The Harvest Strategy
        5.2.4 The Divestment Strategy
    5.3 Prospects for the Future Development of H Company’s Elderly Care Industry
        5.3.1 Precise Positioning
        5.3.2 Establishing H company’s Healthy Elderly Care Industry Chain
        5.3.3 Strengthening information construction
        5.3.4 Managing the Talent Pool
Chapter Ⅵ Conclusions
REFERENCES



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