宁夏贺兰山东麓葡萄酒基地核心竞争力提升研究

发布时间：2018-05-05 10:59

本文选题：葡萄酒 + 基地　；参考：《兰州交通大学》2017年硕士论文

【摘要】：本文首先对企业核心竞争力理论的研究成果进行了分析和总结。核心竞争力理论首先是由美国学者普拉哈德与哈默尔在《哈佛商业评论》杂志上发表的《企业的核心竞争力》一文中提出来的。国外的学者对核心竞争力从自己的角度进行了大量、大胆的研究,并给出了不同的核心竞争力的概念,但因为侧重于各自研究的领域并基于此提出的概念,难免以偏概全。国内学者在国外学者研究的基础上,结合我国国情、行业和企业实际,对核心竞争力给出了自己的概念,对核心竞争力的影响要素、评价体系也进行了一定的探索,但实际效果如何,还有待进一步的深入研究。其次,本文对国内外葡萄酒产业现状和市场现状的调查研究,最突出的特征就是葡萄酒新、旧世界的划分,英国著名的葡萄酒作家休·约翰逊在1971年首次提出新、旧葡萄酒世界的理论,即传统的葡萄酒产地欧洲是葡萄酒旧世界,除了欧洲以外的葡萄酒产地均属于葡萄酒新世界。葡萄酒新、旧世界在分级制度、葡萄品种、酿造工艺等方面存在着明显差异。但近年来,葡萄酒新、旧世界也出现了互相融合的趋势,旧世界尝试新口味和新配方葡萄酒,而新世界开始增强葡萄酒酒体结构,使其味道口感更加多元化。中国幅员辽阔,葡萄酒产区众多,并且散布于中国东西南北中各个地域,各地的气候、土壤条件以及与之相适应的品种和种植方式、酿造方式都大相径庭,简单的认为中国属于葡萄酒新世界或旧世界并能反映中国葡萄酒产业发展现状。中国葡萄酒企业的发展要吸收和借鉴葡萄酒新、旧世界的优点,走自己独特的葡萄酒发展之路。从国内葡萄酒行业发展趋势来看,“十三五”期间是我国葡萄酒发展的黄金期,高端葡萄酒将迎来发展良机,随着国民生活水平的提高,葡萄酒市场需求旺盛,葡萄酒的消费文化也在逐渐形成,为宁夏贺兰山东麓葡萄酒发展提供了难得的机遇。借鉴国外葡萄酒产业发展经验,从宁夏葡萄酒产业的实际情况出发,对贺兰山东麓葡萄酒产业所实施的“大产区、小酒庄”战略遇到的产销严重倒挂的问题进行分析,表面上看是销售跟不上生产,但深层次的问题是缺少全国知名的自主品牌,葡萄酒生产成本过高,葡萄酒同质化现象严重等等。最后,结合核心竞争力的“钻石模型”,分析贺兰山东麓葡萄酒产业核心竞争力的构成要素,主要是围绕企业文化建立起来的创新能力、市场营销能力、生产服务能力、战略管理能力、组织管理能力和人力资源等决定企业发展的实质性因素。从而,在贺兰山东麓葡萄产区已确立的“大产区、小酒庄”发展战略下,有针对性的提出贺兰山东麓葡萄酒企业获得并维持核心竞争力的对策:一是建设以葡萄酒品牌为主的企业文化;二是加强创新能力;三是加强市场营销能力;四是加强生产服务能力;五是加强战略管理能力;六是加强组织管理能力;七是加强人力资源能力。
[Abstract]:This paper first analyzes and summarizes the research results of the theory of enterprise core competence. The theory of core competitiveness is first proposed by American scholar pravhd and Hamel in the core competitiveness of enterprises published in the Journal of Harvard Business Review. A lot of, bold research, and give different core competitiveness concept, but because of the focus on the field of research and the concept based on this, it is inevitable that the domestic scholars on the basis of foreign scholars, combined with our national conditions, industry and enterprise, the core competitiveness of the core of its own concept, to the core of the core. The influence factors of competitiveness and the evaluation system have also been explored, but the actual effect is still to be further studied. Secondly, this paper investigates the current situation and market status of the wine industry at home and abroad. The most prominent features are the wine new, the division of the old world and the famous British wine writer Hugh Johnson. In 1971, the theory of the new and old wine world was first proposed. That is, the traditional wine producing area is the old world of wine. All the wine producing areas except Europe belong to the new world of wine. There are obvious differences between the wine new and the old world in the classification system, the grape variety and the brewing technology. But in recent years, the wine is new and the old world is in the old world. There has also been a trend of integration. The old world has tried new flavors and new wines, and the new world has begun to enhance the structure of wine and wine to make its taste more diverse. China has a vast territory, a large number of wine producing areas, and scattered in various regions of the East, West, North and south of China, and the climate, soil conditions and the conditions of it. The varieties and ways of planting and the way of brewing are different. It is simple to think that China belongs to the new world of wine or the old world and can reflect the development of China's wine industry. The development of Chinese wine enterprises should absorb and draw on the advantages of the new wine and the old world, and take the unique way of the development of wine. In the view of the development trend of the industry, the "13th Five-Year" period is the golden period of the development of China's wine. The high-end wine will usher in a good opportunity for development. With the improvement of the national living standard, the wine market demand is vigorous and the wine consumption culture is gradually forming, which provides a rare opportunity for the development of the eastern foot of Helan mountain in Ningxia. The experience of the development of the foreign wine industry, from the actual situation of Ningxia wine industry, analyses the problem of serious upside down on the "big production area, the small winery" strategy implemented by the Shandong Piedmont wine industry in Helan. It is on the surface that the sale can not keep up with the production, but the deep level problem is the lack of the national famous brand. The cost of wine production is too high and the homogenization of wine is serious. Finally, combining the core competitiveness of the "Diamond Model", the key competitiveness of Helan Shandong Piedmont is analyzed. It is mainly the innovation ability, marketing ability, production service ability, strategic management ability, and management ability set up around the enterprise culture. Textile management ability and human resources determine the substantive factors of the development of the enterprise. Thus, under the development strategy of "large production area and small wine village" established in the Helan Shandong Piedmont producing area, it is pertinent to put forward the countermeasures to obtain and maintain the core competitiveness of the Helan Shandong Piedmont wine enterprises: the first is to build the enterprise text based on the wine brand. The two is to strengthen the ability of innovation; the three is to strengthen the marketing ability; the four is to strengthen the capacity of production service; the five is to strengthen the ability of strategic management; the six is to strengthen the ability of organization and management; and the seven is to strengthen the ability of human resources.

【学位授予单位】：兰州交通大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F426.82

【参考文献】