【摘要】：伴隨著中國的國民經(jīng)濟二十多年來的高速發(fā)展及其市場經(jīng)濟體制改革的逐步推進,加之各種農(nóng)業(yè)新技術、新裝備及新品種的大規(guī)模推廣應用,中國的農(nóng)業(yè)生產(chǎn)規(guī)模初步擴大,多年來農(nóng)業(yè)糧食豐產(chǎn)豐收,為保障中國人民的口糧供給和維持中國經(jīng)濟的持續(xù)穩(wěn)定發(fā)展奠定了基礎。與此相適應,中國農(nóng)村市場上的農(nóng)用物資供銷市場容量和經(jīng)銷規(guī)模近年來也在持續(xù)擴大、日益繁榮,大多數(shù)農(nóng)資產(chǎn)品的供應狀況由原來的供求緊缺狀態(tài)轉化為供求相對過剩的狀態(tài),由此使得農(nóng)業(yè)物資供銷市場上的農(nóng)資經(jīng)營企業(yè)之間的競爭變得日趨激烈。在這樣新的競爭態(tài)勢下,作為一個農(nóng)用物資經(jīng)銷企業(yè)---銅川市益民農(nóng)資連鎖有限公司(以下簡稱益民公司)的經(jīng)營者,通過創(chuàng)新思路、摸索經(jīng)驗,借鑒商業(yè)連鎖經(jīng)營模式這個當今世界最有活力的商業(yè)活動組織形式,在本企業(yè)的農(nóng)資經(jīng)銷體系中采用商業(yè)連鎖經(jīng)營模式,以此試圖在激烈的市場競爭中快速建立農(nóng)資銷售渠道、降低企業(yè)經(jīng)營成本、規(guī)范流通市場、尋找到與現(xiàn)階段行業(yè)發(fā)展特點和發(fā)展階段相吻合的經(jīng)營模式。 本文以益民公司經(jīng)營模式轉換的實施過程為例,以市場營銷學、現(xiàn)代企業(yè)管理學、商業(yè)連鎖經(jīng)營理論等相關理論知識為指導,同時借鑒國內(nèi)外連鎖經(jīng)營模式的經(jīng)營管理經(jīng)驗,采用實證對比分析的研究方法,針對益民公司在推行與實施農(nóng)資連鎖經(jīng)營模式的發(fā)展過程中的狀況及其在當前連鎖經(jīng)營模式推行過程中存在的品牌效應不強、產(chǎn)品不夠豐富、以及相關的內(nèi)部管理等問題產(chǎn)生的原因進行分析并研討了改進思路,并在此基礎上對益民公司現(xiàn)行的農(nóng)資連鎖經(jīng)營模式提出改進方案建議。希望以此有利于提升益民公司的經(jīng)營效益,并為其它農(nóng)資連鎖經(jīng)營企業(yè)提供可供參考借鑒的經(jīng)驗。
[Abstract]:With the rapid development of China's national economy over the past 20 years and the gradual advancement of the reform of the market economic system, coupled with the large-scale popularization and application of various new agricultural technologies, new equipment and new varieties, the scale of agricultural production in China has initially expanded. Over the years, a good harvest of agricultural grain has laid the foundation for ensuring the supply of rations to the Chinese people and maintaining the sustained and stable development of the Chinese economy. In line with this, the market capacity and distribution scale of agricultural materials and materials in China's rural markets have continued to expand and become increasingly prosperous in recent years. The supply situation of most agricultural material products has changed from the original supply and demand shortage state to the supply and demand relative surplus state, which makes the competition between the agricultural material supply and marketing enterprises become more and more fierce. In such a new competitive situation, as the operator of Tongchuan Yimin Agricultural material chain Co., Ltd (hereinafter referred to as Yimin Company), through innovative ideas, to explore experience, Referring to the business chain management model, which is the most dynamic organization of commercial activities in the world today, the commercial chain management mode is adopted in the distribution system of agricultural materials in this enterprise, in order to try to establish the marketing channel of agricultural material quickly in the fierce market competition. To reduce the operating cost of enterprises, standardize the circulation market, and find a business model that is consistent with the characteristics and stages of the industry development at the present stage. This paper takes the implementation process of Yimin Company's business model transformation as an example, takes the relevant theoretical knowledge such as marketing, modern enterprise management, business chain management theory and so on as guidance, and at the same time draws lessons from the management experience of domestic and foreign chain management mode. By using the method of empirical comparative analysis, aiming at the situation of Yimin Company in the process of promoting and implementing the chain operation mode of agricultural materials and the brand effect existing in the current chain operation mode, the products are not rich enough. The causes of the related internal management problems are analyzed and the improvement ideas are discussed. On this basis, suggestions for improving the current chain management mode of agricultural materials in Yimin Company are put forward. It is hoped that this will help to improve the management efficiency of Yimin Company and provide reference experience for other agricultural enterprises.
【學位授予單位】：陜西師范大學
【學位級別】：碩士
【學位授予年份】：2014
【分類號】：F426.72;F721.7

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