本文選題：乾元浩公司 + 差異化��； 參考：《西北農(nóng)林科技大學(xué)》2015年碩士論文

【摘要】：改革開放以來,我國(guó)畜牧業(yè)取得了較快的發(fā)展,國(guó)家“十二五規(guī)劃”明確提出要堅(jiān)定不移地推動(dòng)畜牧標(biāo)準(zhǔn)化、規(guī)�；�、現(xiàn)代化發(fā)展,這就促進(jìn)了動(dòng)物疫苗行業(yè)的興起與快速發(fā)展。隨著動(dòng)物疫苗行業(yè)市場(chǎng)空間的不斷擴(kuò)大,大量動(dòng)物疫苗企業(yè)不斷加入,造成動(dòng)物疫苗行業(yè)在產(chǎn)品結(jié)構(gòu)、質(zhì)量、渠道、服務(wù)等方面存在嚴(yán)重的同質(zhì)化,形成嚴(yán)重的產(chǎn)能過剩。乾元浩公司作為動(dòng)物疫苗企業(yè),如何在激烈的行業(yè)競(jìng)爭(zhēng)中脫穎而出,尋找到適合自身可持續(xù)發(fā)展的戰(zhàn)略選擇,是乾元浩公司亟待解決的重要問題。本文在全面調(diào)研和收集乾元浩公司組織架構(gòu)、經(jīng)營(yíng)業(yè)績(jī)、產(chǎn)能情況等的基礎(chǔ)上,運(yùn)用競(jìng)爭(zhēng)戰(zhàn)略相關(guān)理論,對(duì)乾元浩公司面臨的內(nèi)外環(huán)境進(jìn)行了充分的分析,并結(jié)合乾元浩公司的經(jīng)營(yíng)實(shí)際,對(duì)比同行業(yè)競(jìng)爭(zhēng)對(duì)手現(xiàn)狀,查找乾元浩公司與其他競(jìng)爭(zhēng)對(duì)手存在的優(yōu)勢(shì)與差距。同時(shí)運(yùn)用SWOT分析模型分析出乾元浩公司的優(yōu)勢(shì)、劣勢(shì)、威脅和機(jī)會(huì),并結(jié)合內(nèi)外環(huán)境,選擇適合于乾元浩發(fā)展的差異化戰(zhàn)略,并從產(chǎn)品差異化、渠道差異化和服務(wù)差異化提出了具體的措施以及確保戰(zhàn)略順利實(shí)施的保障措施。本文包括以下六部分:第一部分是緒論,主要介紹了本文研究的背景、目的與意義、研究方法、國(guó)內(nèi)外研究動(dòng)態(tài)以及該論文可能存在的創(chuàng)新之處;第二部分是相關(guān)理論基礎(chǔ),解釋了戰(zhàn)略、競(jìng)爭(zhēng)戰(zhàn)略和差異化戰(zhàn)略基本理論;第三部分是乾元浩公司競(jìng)爭(zhēng)戰(zhàn)略現(xiàn)狀及問題,闡述了乾元浩公司的基本情況,在此基礎(chǔ)上,指出了目前乾元浩公司實(shí)施戰(zhàn)略中的具體現(xiàn)狀、存在的問題及原因分析;第四部分一是外部戰(zhàn)略環(huán)境分析,運(yùn)用PEST框架分析了乾元浩公司所處的政治、經(jīng)濟(jì)、社會(huì)、技術(shù)等宏觀因素,并用五力模型分析了乾元浩公司所處的競(jìng)爭(zhēng)環(huán)境;二是內(nèi)部戰(zhàn)略環(huán)境分析,結(jié)合乾元浩目前運(yùn)營(yíng)情況,從資產(chǎn)、營(yíng)銷、人力資源等方面,具體分析了其內(nèi)部資源的狀況;第六部分是目標(biāo)戰(zhàn)略選擇,在研究乾元浩公司內(nèi)外戰(zhàn)略環(huán)境的基礎(chǔ)上,采用SWOT分析模型分析了乾元浩公司的優(yōu)勢(shì)、劣勢(shì)、機(jī)會(huì)和威脅,對(duì)成本領(lǐng)先戰(zhàn)略、差異化戰(zhàn)略進(jìn)行了比較,并確定了差異化戰(zhàn)略為乾元浩公司所選擇的最優(yōu)戰(zhàn)略;第六部分是差異化實(shí)施與保障措施,從組織、激勵(lì)、文化等方面提出了實(shí)施差異化的保障措施。
[Abstract]:Since the reform and opening up, China's animal husbandry has made relatively rapid development. The 12th Five-Year Plan of the State has clearly stated that it is necessary to unswervingly promote the standardization, scale and modernization of livestock husbandry. This promotes the emergence and rapid development of the animal vaccine industry. With the expansion of the market space of animal vaccine industry, a large number of animal vaccine enterprises continue to join, resulting in the animal vaccine industry in the product structure, quality, channels, services and other aspects of serious homogenization, forming a serious overcapacity. Qianyuanhao Company, as an animal vaccine company, how to stand out in the fierce industry competition and find a strategic choice suitable for its sustainable development is an important problem to be solved urgently. On the basis of comprehensive investigation and collection of Qianyuanhao company's organizational structure, operating performance, production capacity and so on, this paper makes a full analysis of the internal and external environment faced by Qianyuanhao Company by using the relevant theory of competition strategy. Combining with the operating practice of Qianyuanhao Company, this paper compares the current situation of the competitors in the same industry, and finds out the advantages and gaps between Qianyuanhao Company and other competitors. At the same time, using the SWOT analysis model to analyze the strengths, weaknesses, threats and opportunities of Qianyuanhao Company, and combined with the internal and external environment, select the differentiation strategy suitable for Qianyuanhao's development, and from the product differentiation, Channel differentiation and service differentiation put forward specific measures and guarantee measures to ensure the smooth implementation of the strategy. This paper includes the following six parts: the first part is the introduction, which mainly introduces the background, purpose and significance, research methods, domestic and foreign research trends and the possible innovation of this paper. The second part is the relevant theoretical basis. It explains the basic theory of strategy, competition strategy and differentiation strategy. The third part is the current situation and problems of Qianyuanhao Company's competition strategy, and expounds the basic situation of Qianyuanhao Company, on the basis of which, The paper points out the current situation, existing problems and reasons of Qianyuanhao Company's implementation strategy. The fourth part is the analysis of the external strategic environment, which uses the PEST framework to analyze the political, economic and social situation of Qianyuanhao Company. Technology and other macro factors, and using the five-force model to analyze the competitive environment in which Qianyuanhao is located; second, to analyze the internal strategic environment, combining with Qianyuanhao's current operation situation, from the aspects of assets, marketing, human resources, etc. The sixth part is the choice of target strategy. Based on the study of the internal and external strategic environment of Qianyuanhao Company, the paper analyzes the strengths, weaknesses, opportunities and threats of Qianyuanhao Company by using the SWOT analysis model. This paper compares the cost leading strategy and differentiation strategy, and determines that the differentiation strategy is the optimal strategy chosen by Qianyuanhao Company. Culture and other aspects of the implementation of differentiation measures.
【學(xué)位授予單位】：西北農(nóng)林科技大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類號(hào)】：F426.72

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