学生论文
|
论文查询结果 |
返回搜索 |
|
|
|
| 论文编号： | 9992 | |
| 作者编号： | 2120132703 | |
| 上传时间： | 2018/6/6 15:39:53 | |
| 中文题目： | UB酸奶饮品店竞争战略研究 | |
| 英文题目： | The Research On The Competitive Strategies Of The UB Yogurt-Drink Shop | |
| 指导老师： | 杨俊 教授 | |
| 中文关键字： | 微型企业；竞争战略；饮料及冷饮服务 | |
| 英文关键字： | micro-enterprise；competitive strategy；beverage and cold drinks services | |
| 中文摘要： | 摘要 2002年至2018年，中国经济发展经历了从高速发展向高质量发展转变的过程。餐饮业整体市场容量从2002年的5千亿持续快速增长到2018年的接近4万亿。但是餐饮业的整体增速从2009年之前的15%以上，逐渐下滑至2016年的不到10%。增速持续下滑的趋势说明餐饮各业态逐步成熟，市场竞争持续激化，从而导致业态不断细分。 UB酸奶饮品店作为一个自主品牌微型企业，在购物中心中面临各个国内甚至国际连锁品牌的竞争。如何制定适合自身的竞争战略，解决目前的各种问题，从而获得竞争优势，是目前UB酸奶饮品店面临的主要课题。 本文首先通过对研究背景和研究的目的和意义做了论述，提出目前面临的主要问题-如何获得竞争优势。其次通过PEST分析法分析外部环境，通过波特五力分析法分析行业环境，使用SWOT分析法对企业的外部环境的机会和威胁，内部的优势和劣势进行分析。将企业可选择的战略与企业目前进行匹配，最终确认差异化竞争战略。 最后通过价值链工具识别品牌的关键战略环节，并通过打造战略环节实现品牌差异化战略，获得竞争优势。同时也希望能够给目前处于同质化竞争的初创期微型企业提供参考。 关键词：微型企业；竞争战略；饮料及冷饮服务 | |
| 英文摘要： | Abstract From 2002 to 2018, China’s economic is transitioning from a phase of rapid growth to a stage of high-quality development. The market capacity of the catering industry has continued to grow rapidly from 500 billion in 2002 to nearly 4 trillion in 2018. However, the growth rate of the catering industry has gradually declined from more than 15% before 2009 to less than 10% in 2016. The trend of declining growth rate indicates that the catering industry is gradually mature, and the market competition is continuously intensified, which leads to the continuous subdivision of the business mode. UB yoghurt drinks shop as an independent brand micro-enterprise, it faces competition from domestic and international chain brands in shopping center. How to formulate the competitive strategy suitable for itself and solve the current problems so as to gain the competitive advantage is the main task facing the UB yogurt drinks shop. The research firstly discusses the research background and the purpose and significance of the research, and puts forward the main problems that are currently facing - how to gain the competitive advantage.Secondly, the external environment was analyzed by PEST analysis, the industry environment was analyzed by Porter's five-force analysis method, and the SWOT analysis was used to analyze the opportunities, threats, internal advantages and disadvantages of the company's external environment. The strategy of enterprise choice is matched with the enterprise, and finally the differentiation competition strategy is confirmed. Finally, through the value chain tool to identify the key strategic links of the brand, and to achieve the differentiation strategy through building the strategic links, gain the competitive advantage. At the same time, it also hopes to provide reference for the early-stage micro enterprises which are currently in the competition of homogenization. Keywords: micro-enterprise；competitive strategy；beverage and cold drinks services | |
| 查看全文： | 预览 下载(下载需要进行登录) |