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论文编号：	14992
作者编号：	2320224148
上传时间：	2024/12/9 10:22:15
中文题目：	BM公司烘焙业务竞争战略研究
英文题目：	Research on Competitive Strategy of Baking Business of BM Company
指导老师：	任兵教授
中文关键字：	焙业务；竞争战略；差异化战略；QSPM
英文关键字：	Baking business; Competitive strategy; Differentiation strategy; QSPM
中文摘要：	随着我国经济水平持续提升、人均可支配收入增加、消费需求升级，人们对休闲食品需求激增。同时，政府持续优化营商环境，出台多项政策措施帮扶企业发展，烘焙食品行业展现出良好发展前景。但当前我国烘焙食品行业呈现出竞争激烈、产品同质化严重的现状，而国外相关产品仍占据烘焙食品中高端市场。在此背景下，制定和实施合理竞争战略对于我国烘焙食品企业尤为重要。合理的竞争战略能够指导企业规避风险、把握机遇、发挥优势、补足短板，获得可持续性发展，提升产品竞争力和市场占有率。BM公司的企业规模、发展现状在行业内都具有一定代表性，因此，本文选取BM公司作为案例，将其竞争战略作为研究对象进行研究。BM公司目前采用成本领先战略，现行竞争战略缺乏体系化，存在一定发展壁垒，竞争优势不明显，市场占有率较低。如何通过制定和实施合理竞争战略来突破发展壁垒、把握市场机遇、提升竞争优势，是BM公司急需解决的问题。 本论文选取BM公司作为案例，以战略管理相关理论基础为依托，通过综合运用文献研究法、案例研究法和问卷调查法等方法，运用SWOT、PEST等分析工具对BM公司进行全面系统化战略分析，结合企业发展现状、发展愿景和目标，为其选择和制定了差异化竞争战略，并提供了战略实施保障对策建议。本文主要由以下几个部分构成：首先，论述了战略管理相关研究现状，介绍了研究应用到的模型概念。其次，应用PEST模型从政治、经济、社会、科技四个方面对BM公司所处宏观环境进行分析，应用波特五力模型等工具对BM公司所处行业环境进行分析，总结出外部环境关键因素；通过对BM公司内部资源和能力进行剖析，总结出内部环境关键因素。然后，在总结出内外部环境关键因素基础上，运用 SWOT 矩阵分析得出BM公司应积极采取 SO 开拓型策略。之后，在分析成本领先型战略、差异化战略、集中化战略三种竞争战略可行性基础上，结合BM公司发展目标，运用QSPM 矩阵确定BM公司采用差异化竞争战略。最后，为BM公司制定了差异化竞争战略，分别从人力资源、制度机制、组织结构四个方面提出了具体保障措施。 本论文在分析BM公司内外部环境、目前发展状况、发展目标和愿景基础上，创新性地综合运用SWOT分析法和QSPM矩阵，通过定性与定量分析相结合方法为BM公司选定了差异化竞争战略，对BM公司提高自身竞争力具有指导意义，对同行业其他企业具有参考价值，也能够为今后研究者提供方法参考。
英文摘要：	With the continuous improvement of China's economic level, the increase in per capital disposable income, and the upgrading of consumer demand, people's demand for leisure food has surged. At the same time, the government continues to optimize the business environment and has introduced multiple policy measures to support the development of enterprises, demonstrating a good development prospect for the baked goods industry. However, the current situation in China's baking food industry is characterized by fierce competition and severe product homogenization, while foreign related products still occupy the high-end market of baking food. In this context, formulating and implementing a reasonable competitive strategy is particularly important for baking food enterprises in China. A reasonable competitive strategy can guide enterprises to avoid risks, seize opportunities, leverage advantages, fill gaps, achieve sustainable development, enhance product competitiveness and market share. The scale and development status of BM Company are representative in the industry. Therefore, this thesis selects BM Company as a case study and its competitive strategy as the research object. BM Company currently adopts a cost leadership strategy, and the current competitive strategy lacks systematization, with certain development barriers, unclear competitive advantages, and low market share. How to break through development barriers, seize market opportunities, and enhance competitive advantages by formulating and implementing reasonable competitive strategies is an urgent problem that BM Company needs to solve. This thesis selects BM Company as a case study, based on the theoretical foundation of strategic management. Through the comprehensive use of literature research, case study, and questionnaire survey methods, SWOT, PEST and other analytical tools, a comprehensive and systematic strategic analysis is conducted on BM Company. Combined with the current development status, development vision, and goals of the enterprise, a differentiated competitive strategy is selected and formulated, and strategic implementation guarantee measures and suggestions are provided. This thesis mainly consists of the following parts: Firstly, it discusses the current research status of strategic management and introduces the model concepts applied in the research. Secondly, the PEST model is applied to analyze the macro environment of BM Company from four aspects: politics, economy, society, and technology. Tools such as Porter's Five Forces model are used to analyze the industry environment of BM Company, and key external environmental factors are summarized; By analyzing the internal resources and capabilities of BM Company, summarize the key factors of the internal environment. Then, based on summarizing the key factors of the internal and external environment, using SWOT matrix analysis, it is concluded that BM Company should actively adopt an SO development strategy. Afterwards, based on the analysis of the feasibility of three competitive strategies: cost leadership strategy, differentiation strategy, and concentration strategy, combined with BM Company's development goals, the QSPM matrix is used to determine BM Company's adoption of differentiation competitive strategy. Finally, a differentiated competitive strategy was developed for Company BM, and specific safeguard measures were proposed from four aspects: human resources, institutional mechanisms, and organizational structure. On the basis of analyzing the internal and external environment, current development status, development goals, and vision of BM Company, this thesis innovatively combines SWOT analysis and QSPM matrix to select a differentiated competitive strategy for BM Company through a combination of qualitative and quantitative analysis. This has guiding significance for BM Company to improve its competitiveness, reference value for other enterprises in the same industry, and can also provide methodological references for future researchers.
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