本文選題：服務(wù)型小微企業(yè) + 發(fā)展戰(zhàn)略��； 參考：《南華大學(xué)》2015年碩士論文

【摘要】：小微企業(yè)包括小型企業(yè)、微型企業(yè)、家庭作坊式企業(yè)、個(gè)體工商戶(hù)等,是提供新增就業(yè)崗位的生力軍,為企業(yè)家創(chuàng)業(yè)成長(zhǎng)提供平臺(tái),并推動(dòng)科技創(chuàng)新的發(fā)展。然而小微企業(yè)的生存狀態(tài)令人堪憂,我國(guó)小微企業(yè)規(guī)模相對(duì)來(lái)說(shuō)比較小,實(shí)力弱,特別是在第三產(chǎn)業(yè)。隨著市場(chǎng)競(jìng)爭(zhēng)變得日益激烈,小微企業(yè)在自身發(fā)展戰(zhàn)略問(wèn)題上缺乏足夠的認(rèn)知高度、缺乏長(zhǎng)遠(yuǎn)發(fā)展目標(biāo)的制定,其戰(zhàn)略方式過(guò)于簡(jiǎn)單。因此,小微企業(yè)如何制定合適的發(fā)展戰(zhàn)略,這成為了現(xiàn)階段亟待解決的現(xiàn)實(shí)問(wèn)題。本文的研究對(duì)象——瑞林培訓(xùn)中心是一家典型的服務(wù)型小微企業(yè)。瑞林培訓(xùn)中心創(chuàng)辦之初,致力于電腦軟硬件技術(shù)以及自動(dòng)化系列課程的培訓(xùn),隨后先后開(kāi)設(shè)了會(huì)計(jì)、英語(yǔ)、平面設(shè)計(jì)等系列培訓(xùn)項(xiàng)目。經(jīng)過(guò)數(shù)年的發(fā)展已經(jīng)在業(yè)內(nèi)具有了一定的地方性口碑,品牌價(jià)值得到了區(qū)域市場(chǎng)的肯定。但是企業(yè)尚沒(méi)有明確的未來(lái)發(fā)展戰(zhàn)略,這導(dǎo)致企業(yè)在面臨激烈的市場(chǎng)競(jìng)爭(zhēng)時(shí)往往會(huì)處于弱勢(shì)地位。因此,當(dāng)企業(yè)沒(méi)有制定明確的發(fā)展戰(zhàn)略時(shí),企業(yè)就會(huì)面臨危險(xiǎn),甚至?xí)衅飘a(chǎn)的危機(jī)。本文以瑞林培訓(xùn)中心的案例分析為研究對(duì)象,通過(guò)對(duì)相關(guān)文獻(xiàn)的大范圍閱讀與整理,明確本文研究相關(guān)的概念、內(nèi)涵、類(lèi)別、特征等理論基礎(chǔ)。利用已有文獻(xiàn)的研究成果,對(duì)影響小微企業(yè)發(fā)展戰(zhàn)略的各類(lèi)因素進(jìn)行了梳理與歸納;利用PEST分析方法分別對(duì)案例目標(biāo)企業(yè)——瑞林培訓(xùn)中心的內(nèi)外部環(huán)境分析進(jìn)行定性分析。結(jié)合前述定量分析和定性分析的結(jié)果,對(duì)瑞林培訓(xùn)中心進(jìn)行全面的SWOT分析,并以此為據(jù),提出相對(duì)應(yīng)的戰(zhàn)略目標(biāo)、總體戰(zhàn)略以及戰(zhàn)略實(shí)施的保障措施。本文認(rèn)為,瑞林培訓(xùn)中心目前面臨著巨大的市場(chǎng)機(jī)遇,內(nèi)部也有較大的競(jìng)爭(zhēng)優(yōu)勢(shì)。因此,根據(jù)SWOT分析法可以發(fā)現(xiàn),目前瑞林培訓(xùn)中心應(yīng)該采用增長(zhǎng)型戰(zhàn)略。具體來(lái)講,應(yīng)采用集中型戰(zhàn)略中的市場(chǎng)滲透戰(zhàn)略。同時(shí),應(yīng)該在組織結(jié)構(gòu)重構(gòu)、員工隊(duì)伍建設(shè)和內(nèi)部營(yíng)銷(xiāo)、市場(chǎng)營(yíng)銷(xiāo)推廣等方面制定具體的發(fā)展配套戰(zhàn)略。
[Abstract]:Small and micro enterprises, including small enterprises, micro enterprises, family workshop enterprises, individual business households, are the new forces to provide new jobs, provide a platform for the growth of entrepreneurs, and promote the development of scientific and technological innovation. However, the survival state of small and micro enterprises is worrying, small and micro enterprises in China are relatively small, weak and special. It is not in the third industry. As the market competition becomes increasingly fierce, small and micro enterprises lack sufficient cognitive height on their own development strategy and lack the formulation of long-term development goals. Their strategic ways are too simple. Therefore, how to formulate appropriate development strategies for small and micro enterprises has become a realistic problem to be solved at the present stage. The research object - the Rui Lin training center is a typical service small micro enterprise. At the beginning of the establishment of the Rulin training center, it devoted to computer software and hardware technology and the training of automation series, followed by a series of training programs, such as accounting, English, graphic design and so on. After several years of development, it has already been in the industry. The brand value has been affirmed in the regional market. However, the enterprise has no definite future development strategy, which causes the enterprise to be in a weak position in the face of fierce market competition. Therefore, when the enterprise does not formulate a clear development strategy, the enterprise will face danger, even there will be a bankruptcy crisis. Taking the case analysis of the training center of Rulin as the research object, through the extensive reading and sorting of relevant literature, the theoretical basis of the related concepts, connotations, categories and characteristics is clarified. The various factors affecting the development strategy of small and micro enterprises are combed and summarized by using the research results of the existing literature, and the PEST analysis is used. This paper makes a qualitative analysis on the internal and external environment analysis of the case target enterprise, rlin training center, and combines the results of the previous quantitative analysis and qualitative analysis to carry out a comprehensive SWOT analysis of the rrin training center. On this basis, the corresponding strategic objectives, the overall strategy and the safeguard measures of the strategic implementation are put forward. At present, the Relin training center is faced with huge market opportunities and has great competitive advantages. Therefore, according to the SWOT analysis, it is found that the training center should adopt the growth strategy. In particular, the market penetration strategy in the centralized strategy should be adopted. In the same time, the restructuring of the organization structure, the construction of the staff team and the construction of the staff should be made. Internal marketing, marketing and other aspects of the development of specific development supporting strategy.

【學(xué)位授予單位】：南華大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類(lèi)號(hào)】：F719;F272

【參考文獻(xiàn)】

相關(guān)期刊論文 前10條

1 姚錚;胡夢(mèng)婕;葉敏;;社會(huì)網(wǎng)絡(luò)增進(jìn)小微企業(yè)貸款可得性作用機(jī)理研究[J];管理世界;2013年04期

2 祝健;沙偉婧;;發(fā)展產(chǎn)業(yè)集群是降低小微企業(yè)融資成本的新思路[J];經(jīng)濟(jì)縱橫;2013年04期

3 劉釩;鐘書(shū)華;;國(guó)內(nèi)創(chuàng)新型小微企業(yè)研究述評(píng)[J];科技進(jìn)步與對(duì)策;2013年15期

4 王益鋒;吳亞萍;;基于生命周期理論的小微企業(yè)發(fā)展[J];科技進(jìn)步與對(duì)策;2013年04期

5 王俊峰;王巖;;我國(guó)小微企業(yè)發(fā)展問(wèn)題研究[J];商業(yè)研究;2012年09期

6 郭金有;;經(jīng)濟(jì)結(jié)構(gòu)轉(zhuǎn)型背景下的廣東服務(wù)型小微企業(yè)發(fā)展研究[J];經(jīng)營(yíng)管理者;2012年14期

7 宋波;徐飛;伍青生;;企業(yè)戰(zhàn)略管理理論研究的若干前沿問(wèn)題[J];上海管理科學(xué);2011年03期

8 熊吉陵;張孝鋒;;中小企業(yè)的經(jīng)營(yíng)特點(diǎn)與戰(zhàn)略選擇[J];企業(yè)經(jīng)濟(jì);2006年11期

9 王玨;;從TCL跨國(guó)并購(gòu)視角看中國(guó)中小企業(yè)國(guó)際化戰(zhàn)略[J];管理世界;2006年03期

10 劉宏偉,任學(xué)鋒;高技術(shù)小企業(yè)內(nèi)生成長(zhǎng)戰(zhàn)略[J];科學(xué)學(xué)與科學(xué)技術(shù)管理;2005年05期

，

本文編號(hào)：1881053