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论文编号：	15854
作者编号：	2320233995
上传时间：	2025/12/11 9:20:09
中文题目：	ST酒公司高端白酒竞争战略研究
英文题目：	Study on the competitive strategy of ST liquor company’s high-end liquor
指导老师：	周建
中文关键字：	ST酒公司；高端白酒；竞争战略；差异化战略
英文关键字：	ST Liquor Company; High-end Baijiu; Competitive Strategy; Differentiation Strategy
中文摘要：	摘要 在中国白酒行业“量降质升”与消费升级的背景下，白酒总产量连续六年负增长，行业利润高度集中于茅台、五粮液等头部企业，区域酒企面临严峻“存量博弈”挑战。本研究以ST酒公司高端白酒业务为研究对象，通过构建系统的研究框架，分析其内外部竞争环境，旨在制定有效的竞争战略，为区域酒企高端化发展提供参考。 研究采用文献研究、案例分析和问卷调查等方法，综合运用竞争战略理论、PEST分析、波特五力模型及SWOT分析工具。研究发现，作为特香型白酒的开创者，ST酒公司在江西本土高端市场占据45%的份额，拥有独特的“整粒大米原料、红褚条石窖池发酵”工艺体系，然而，公司存在全国品牌认知度仅18%、高端产品SKU单一、线上销售占比不足5%、服务体系不完善等发展短板。 环境分析显示，江西省“赣酒振兴计划”提供政策支持，但也面临健康饮酒趋势和替代品冲击。行业层面，供应商议价能力较弱，消费者议价能力呈“场景分化”，特香型工艺形成新进入者壁垒，但替代品威胁加剧。 基于SWOT分析，本研究对三种基本竞争战略进行研判。总成本领先战略与公司规模及高端定位不符；集中化战略受限于本土市场规模和头部品牌挤压；差异化战略被确定为最优选择。战略实施从三个维度展开，产品差异化方面，开发文化IP定制款和稀缺收藏款，强化工艺量化呈现；品牌文化差异化方面，整合赣鄱文化资源，开展全国性传播和品鉴活动；营销渠道差异化方面，采取核心区域聚焦策略，构建线上线下融合的消费闭环。为确保战略落地，提出了在人力资源方面、信息系统方面、财务资源三方面进行专项支持。 研究表明，ST酒公司的高端化突围必须以“特香差异化”战略为核心，构建系统化、可量化的差异化体系，同时辅以区域聚焦和价值链优化策略。本研究成果不仅为ST酒公司提供了完整的战略方案，也为面临类似困境的区域酒企提供了可供借鉴的实施路径。 关键词：ST酒公司；高端白酒；竞争战略；差异化战略
英文摘要：	Abstract Against the backdrop of “declining volume but improving quality”and consumption upgrading in China's liquor industry, the total liquor output has experienced negative growth for six consecutive years, with industry profits highly concentrated in leading enterprises such as Maotai and Wuliangye. Regional liquor companies face severe “stock game” challenges. This study takes the high-end liquor business of ST Liquor Company as its research object. By constructing a systematic research framework and analyzing its internal and external competitive environment, it aims to formulate effective competitive strategies and provide references for the high-end development of regional liquor companies. The research employs methods such as literature review, case analysis, and questionnaire surveys, integrating competitive strategy theory, PEST analysis, Porter's Five Forces model, and SWOT analysis tools. The study finds that as the pioneer of specialty-flavor liquor, ST Liquor Company holds a 45% share in the high-end market in its local Jiangxi province and possesses a unique production system using "whole grain rice as raw material and red chu stone pit fermentation." However, the company faces developmental shortcomings, including a national brand awareness of only 18%, a single high-end product SKU, online sales accounting for less than 5%, and an imperfect service system. Environmental analysis shows that Jiangxi Province's “Ganjiu Revitalization Plan”provides policy support, but the company also faces challenges from the health drinking trend and substitute products. At the industry level, suppliers have weak bargaining power, consumer bargaining power shows “scenario differentiation,”and the specialty-flavor process creates barriers to new entrants, but the threat of substitutes is intensifying. Based on the SWOT analysis, this study evaluates three basic competitive strategies. The overall cost leadership strategy is inconsistent with the company's scale and high-end positioning; the focus strategy is limited by the scale of the local market and pressure from leading brands; the differentiation strategy is identified as the optimal choice. Strategy implementation unfolds across three dimensions: in product differentiation, develop cultural IP customized editions and scarce collectible editions, strengthening the quantitative presentation of craftsmanship; in brand and cultural differentiation, integrate Gan po cultural resources and carry out nationwide communication and tasting activities; in marketing and channel differentiation, adopt a core regional focus strategy and build an online-offline integrated consumption closed loop. To ensure strategy implementation, specialized support is proposed in human resources, information systems, and financial resources. The research indicates that ST Liquor Company's high-end breakthrough must focus on "specialty-flavor differentiation" as the core, constructing a systematic and quantifiable differentiation system, while supplementing it with regional focus and value chain optimization strategies. The research results not only provide a complete strategic plan for ST Liquor Company but also offer an implementable path for other regional liquor companies facing similar challenges. Keywords:?ST Liquor Company; High-end Baijiu; Competitive Strategy; Differentiation Strategy
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