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论文编号：	11965
作者编号：	2220160592
上传时间：	2020/12/8 11:27:01
中文题目：	Z质量技术服务公司业务发展策略研究
英文题目：	Research on business optimization strategy of Z quality technology service company
指导老师：	郝臣　副教授
中文关键字：	小微企业；业务优化；核心竞争力；多元化
英文关键字：	Small and micro enterprises；Business optimization；Core competitiveness；Diversification
中文摘要：	与大企业相比,中小企业在质量管理方面，特别是产品检测、标准制定、认证认可方面人才缺乏，影响了产品质量的提升，制约了企业做大做强。为提高质量管理规范化水平，将质量管理的部分工作分包给质量技术咨询服务公司，采取购买服务的方式解决质量管理方面存在的问题就成为中小企业的首选渠道，也逐渐成为中小企业提升质量管理水平的发展趋势。然而质量技术咨询服务公司多数为依附于检测机构和认证机构的小型咨询公司，属于小微企业，普遍面临科技含量少、咨询服务的内容缺乏核心竞争力、市场同质化竞争激烈等问题，导致企业利润空间有限，多元化业务使得这类咨询公司难以做大做强。 Z公司成立之初是依托各大检测机构，为客户提供检测代理业务。检测机构数量的增多加大了市场竞争，压缩了中介利润，但员工数量的增多又导致Z公司在检测代理领域已经进入规模不经济状态。Z公司顺应市场需求，做出对部分检测业务领域进行了产业下游的延伸，为饲料、食品、消毒产品、涉水产品、化妆品领域的生产企业提供认证代理。由于缺乏对多元化业务的优化分析，导致公司的业务领域分散，服务产品多样化，各领域业绩增长缓慢。对于Z公司经营中存在的问题，论文通过使用SWOT工具、矩阵分析工具对Z公司的服务类产品和服务的业务领域做出分析，明确不同的服务类产品对应的不同的市场的发展策略以及产品之间的优化组合方案，指明公司核心竞争力的培养方向和品牌策略。使得公司的业务来源和技术服务之间形成良性循环，待公司发展到一定规模以后形成一个良性的业务生态系统。 社会高速发展使得咨询类的公司需要根据市场的需求来高速的调整自己的产品，咨询公司发展到一定规模以后必然经历相关多元化的发展阶段。小微企业经历过初创期后，会出现业务多元化但资源不足、缺乏核心竞争力的问题。多元化的发展一定是以稳定的财务结构、专业的技术团队和强大的管理手段来保障的。通过对现有领域的专业化经营，逐步向核心能力和资源匹配的相关产品或者领域进行多元化扩张，才能实现小微企业做大做强。
英文摘要：	Compared with large enterprises, small and medium-sized enterprises are lack of talents in quality management, especially in product testing, standard formulation, certification and accreditation, which affects the improvement of product quality and restricts the enterprises to become bigger and stronger. In order to improve the standardization level of quality management, subcontract part of the work of quality management to quality technical consulting service companies, and to solve the problems in quality management by purchasing services has become the preferred channel for small and medium-sized enterprises, and has gradually become the development trend for small and medium-sized enterprises to improve their own quality management level. However, most of the quality and technology consulting service companies are small consulting companies attached to testing institutions and certification bodies, belonging to small and micro enterprises. They are generally faced with the problems of low technology content, lack of core competitiveness in the content of consulting services, and fierce market homogenization competition, resulting in limited profit space of enterprises, and diversified business makes it difficult for enterprises to become bigger and stronger. At the beginning of its establishment, Z company relied on the major testing institutions to provide testing agency business for customers. The increase in the number of testing institutions increases the market competition and reduces the intermediary profits. However, the increase in the number of employees leads to the diseconomies of scale in the field of testing agency. In line with the market, Z company has extended part of the testing business to the downstream of the industry, providing certification agent for the production enterprises in the fields of feed, food, disinfection products, water-related products and cosmetics. Due to the lack of optimization analysis of diversified business, the company's business areas are scattered, service products are diversified, and the performance growth of each field is slow. For the problems existing in the operation of Z company, this paper analyzes the service products and service business fields of Z Company by using SWOT tools and matrix analysis tools, clarifies the development strategies of different market corresponding to different service products and the optimal combination scheme between products, and points out the cultivation direction and brand strategy of the company's core competitiveness. It makes the company's business sources and technical services form a virtuous circle, and forms a benign business ecosystem after the company develops to a certain scale. After the start-up period, small and micro enterprises will face the problems of diversified business, insufficient resources and lack of core competitiveness. With the rapid development of society, consulting companies need to adjust their products according to the market demand. After the consulting companies develop to a certain scale, they will experience the relevant diversified development stage. The diversified development must be guaranteed by stable financial structure, professional technical team and powerful management means. Only by specialized operation in the existing fields and gradually diversifying the related products or fields with core competence and resource matching, can small and micro enterprises become bigger and stronger.
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