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论文编号：	13548
作者编号：	2320200342
上传时间：	2022/12/4 14:20:40
中文题目：	N出版社竞争战略研究
英文题目：	Research on Competitive Strategy of N Publishing House
指导老师：	柳茂平
中文关键字：	图书出版 竞争战略 集中差异化战略 价值链
英文关键字：	Book publishing competitive strategy, Concentration, Differentiation, Strategic value chain
中文摘要：	中国图书出版经历了低谷到稳步增长，整体销售规模在不断提升，但随着新兴技术和媒介产生，当前的图书市场正在发生新的变化。图书出版包括编辑校对、印刷加工和发行三个环节，N企业作为老牌出版企业，在编辑校对环节十分具有竞争力，但是，年代久远的企业普遍存在的成本观念较差、效率低下等问题的存在，缺乏市场竞争意识，没有明显的竞争优势。面对行业竞争的白热化，如何通过自身战略调整增强市场竞争力，是N企业面临的重要问题。 基于中国出版行业的整体发展状况，本文以环境分析理论和波特的竞争理论为基础，对 N企业应当选择的竞争战略进行了详细分析。首先，运用 PEST 工具对 N企业的宏观环境进行具体分析。同时，结合战略分组、产业细分和五力竞争模型深入剖析行业的竞争环境，并从N企业的现有业务状况、关键活动和所拥有的的资源方面进行内部环境分析，提出 N企业现阶段存在的主要问题。其次，本文对 N企业未来产业细分领域进行预测分析，深入剖析所适合的竞争战略，明确了集中差异化竞争战略的选择，并做出竞争优势与特性的阐释，包括稀缺价值、价值链特性和竞争优势在五力中的竞争地位特性。最后，本文对N企业进行具有集中差异化竞争优势的价值链细分，识别细分活动并进行驱动因素构建价值链系统措施的分析，阐述措施之间的一致性及价值链的难以模仿性，并提出对应的完善保障措施。 本文通过科学、严谨和系统的战略研究流程，选择了集中差异化作为N企业的竞争战略，通过价值链基础活动和支持活动中开展一致性的差异化措施，构建出具有竞争优势的差异化价值链，针对各种驱动因素提出重点措施，据此对N企业在出版业务发展中提出合理的意见和建议。同时，本文的研究对我国规模、性质等情况相类似的出版社提供竞争战略相关发展思路和指引，为图书出版的整体发展做出贡献。
英文摘要：	China's book publishing has experienced a low ebb to a steady growth, and the overall sales scale is constantly improving. However, with the emergence of emerging technologies and media, the current book market is undergoing new changes. Book publishing includes three links: editing and proofreading, printing and processing, and distribution. As an old brand publishing enterprise, Enterprise N is very competitive in the editing and proofreading link. However, problems such as poor cost concept, low efficiency, lack of market competition awareness, and no obvious competitive advantage exist in enterprises with a long history. Facing the intense competition in the industry, how to enhance the market competitiveness through its own strategic adjustment is an important problem faced by N enterprises. Based on the overall development of China's publishing industry, this thesis makes a detailed analysis of the competitive strategy that N enterprises should choose based on the environmental analysis theory and Porter's competition theory. First of all, PEST tool is used to analyze the macro environment of enterprise N. At the same time, combining the strategic grouping, industry segmentation and the five forces competition model, we deeply analyze the competitive environment of the industry, and analyze the internal environment from the aspects of the existing business status, key activities and owned resources of enterprise N, and propose the main problems of enterprise N at this stage. Secondly, this thesis forecasts and analyzes the future industry segmentation field of enterprise N, deeply analyzes the suitable competitive strategy, clarifies the choice of centralized and differentiated competitive strategy, and explains the competitive advantages and characteristics, including scarcity value, value chain characteristics and competitive position characteristics of competitive advantages in the five forces. Finally, this thesis subdivides the value chain of N enterprises with centralized and differentiated competitive advantages, identifies segmentation activities and analyzes the measures to build a value chain system driven by factors, expounds the consistency between the measures and the difficulty of imitation of the value chain, and puts forward corresponding improvement measures. Through scientific, rigorous and systematic strategic research process, this thesis selects centralized differentiation as the competitive strategy of N enterprise, builds a differentiated value chain with competitive advantages through consistent differentiation measures in basic activities and support activities of the value chain, puts forward key measures for various driving factors, and accordingly puts forward reasonable opinions and suggestions for N enterprise in the development of publishing business. At the same time, the research of this thesis provides competitive strategy related development ideas and guidance for publishers with similar scale and nature, and makes contributions to the overall development of book publishing.
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