本文關(guān)鍵詞： 貴州茅臺集團 國際化 戰(zhàn)略　出處：《貴州財經(jīng)大學(xué)》2014年碩士論文　論文類型：學(xué)位論文

【摘要】：以茅臺酒為龍頭的中國白酒在經(jīng)歷了十年的飛速發(fā)展之后,現(xiàn)在面臨內(nèi)憂外患的情況,“限公令”以及政府一系列的反腐倡廉行動的展開讓茅臺酒失去了以往穩(wěn)定的消費市場；塑化劑風(fēng)波讓茅臺集團股價嚴重下跌。另外,白蘭地、威士忌、伏特加都已揚名世界了,同樣作為世界四大蒸餾酒之一的貴州茅臺的國際化腳步卻一直很緩慢,丟掉了很多的國際市場。 這背后的原因有很多,例如,內(nèi)部原因有茅臺酒產(chǎn)能有限、生產(chǎn)環(huán)境不可復(fù)制性、口感不能適合國際消費者等,外部原因有國際市場對白酒文化接受程度不高、其他酒類產(chǎn)品的激烈競爭等。 在這種情勢下,貴州茅臺集團尋求國際化經(jīng)營,不僅能解決目前的內(nèi)憂外患,更能夠贏得集團長遠的發(fā)展和白酒文化的有效傳播,勢在必行。本文力求為貴州茅臺集團國際化經(jīng)營出謀劃策,具體分析如下：首先,對貴州茅臺集團做了詳細的介紹,對近幾年的國際化運作情況進行了詳細的闡述。其次,利用“國際化蛛網(wǎng)模型”對當(dāng)前貴州茅臺的國際化程度進行量化的測評。企業(yè)國際化蛛網(wǎng)模型主要是從以下六個指標(biāo),即跨國經(jīng)營方式、財務(wù)管理、市場營銷、組織結(jié)構(gòu)、人事管理和跨國指數(shù)來考察其國際化程度。通過綜合分析,可以找出茅臺國際化經(jīng)營中的優(yōu)勢和劣勢,以便正確把握國際化經(jīng)營的方向和速度,從而及時糾正其發(fā)展中的偏差。第三,分析了貴州茅臺集團國際化經(jīng)營內(nèi)部條件和外部環(huán)境,指出其國際化經(jīng)營和戰(zhàn)略發(fā)展的必要性和可行性。最后,通過以上分析得出貴州茅臺國際化經(jīng)營海外市場的選擇路徑以及戰(zhàn)略選擇。本文認為在貴州茅臺的國際化經(jīng)營和戰(zhàn)略發(fā)展中,在短期內(nèi)適合其發(fā)展的戰(zhàn)略選擇是國際化戰(zhàn)略,把茅臺酒的研發(fā)和生產(chǎn)主要放在國內(nèi),并且在各個有銷售業(yè)務(wù)的國家設(shè)立營銷網(wǎng)點,機動靈活的采取一些本土化的營銷策略。但長期內(nèi),貴州茅臺集團的國際化戰(zhàn)略應(yīng)該轉(zhuǎn)向跨國戰(zhàn)略,尋求低成本和產(chǎn)品多樣化的平衡。國際目標(biāo)市場主要集中在東亞、東南亞等亞洲國家以及美國等購買力較強的國家,進入方式為小規(guī)模進入,搜集市場信息,減少大規(guī)模進入的風(fēng)險,在其產(chǎn)品和營銷策略在目標(biāo)國家產(chǎn)生良好效果的時候再進行大規(guī)模進入,逐步的推進在其他目標(biāo)國的國際化,實現(xiàn)規(guī)模效應(yīng)。 本文站在一個具體的民族企業(yè)而不是一個行業(yè)的角度思考其國際化發(fā)展問題,這在之前的研究中是不多見的,并且做到了對企業(yè)國際化發(fā)展的全過程的研究,對于茅臺酒業(yè)來說具有切實可行的借鑒意義。
[Abstract]:After ten years of rapid development, Maotai Liquor is now facing the situation of internal and external troubles. "restricted Public order" and a series of government actions to combat corruption have made Maotai Liquor lose its previous stable consumer market. The plasticizer storm has caused the stock price of Moutai Group to plummet. In addition, brandy, whisky and vodka have become world-famous, but the pace of internationalization of Guizhou Moutai, one of the world's four largest distilled wines, has been slow. Lost a lot of international markets. There are many reasons behind this, such as limited production capacity of Maotai wine, non-replicable production environment, unsuitable taste for international consumers and so on. External reasons include the low acceptance of liquor culture in the international market. Fierce competition for other alcoholic products. In this situation, the international management of Guizhou Moutai Group can not only solve the current internal and external problems, but also win the long-term development of the Group and the effective dissemination of liquor culture. It is imperative for this paper to make great efforts to make suggestions for the international operation of Guizhou Maotai Group. The specific analysis is as follows: firstly, the detailed introduction of Guizhou Moutai Group is given, and the international operation in recent years is described in detail. Secondly, Using the "international cobweb model" to measure the internationalization degree of the current Guizhou Maotai, the enterprise internationalization spider web model is mainly from the following six indicators, namely, transnational management, financial management, marketing, organizational structure, Personnel management and transnational indices are used to investigate the degree of internationalization. Through comprehensive analysis, we can find out the strengths and weaknesses in Maotai's international operation, so as to correctly grasp the direction and speed of international management. In order to correct the deviation in its development in time. Thirdly, it analyzes the internal conditions and external environment of the international operation of Guizhou Maotai Group, and points out the necessity and feasibility of its international operation and strategic development. Finally, Through the above analysis, we can find out the choice path and strategic choice of overseas market in international operation of Guizhou Maotai. In the international operation and strategic development of Guizhou Maotai, the strategic choice suitable for its development in the short term is the international strategy. Put the research and development and production of Maotai wine mainly at home, and set up marketing outlets in various countries with sales business, and adopt some local marketing strategies flexibly. But in the long run, The international strategy of Guizhou Moutai Group should be shifted to a transnational strategy, seeking a balance between low cost and diversification of products. The international target market is mainly concentrated in Asian countries such as East Asia, Southeast Asia, and the United States, and countries with strong purchasing power, such as the United States. The way of entry is to enter on a small scale, collect market information, reduce the risk of large-scale entry, make large-scale entry when its products and marketing strategies produce good results in the target country, and gradually promote internationalization in other target countries. Scale effect is realized. In this paper, from the perspective of a specific national enterprise rather than an industry, the development of internationalization is considered, which is rare in previous studies, and the whole process of the development of enterprise internationalization has been studied. For Maotai wine industry has practical reference significance.
【學(xué)位授予單位】：貴州財經(jīng)大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F426.82

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