我国冲锋衣行业发展战略模式与选择研究

发布时间：2018-06-01 15:45

本文选题：冲锋衣 + 竞争战略　；参考：《北京交通大学》2017年硕士论文

【摘要】：随着人们对户外运动和自然的兴趣日益增加,以及对保持健康生活方式重要性的意识提高,使得冲锋衣发展势头迅猛,成为了户外用品市场的重要组成部分。目前我国冲锋衣品牌量逐年递增,价格战和同质化竞争趋于白热化。企业难以在竞争激烈的市场中寻求增长,这一现象对我国冲锋衣企业的战略思维和战略选择提出了新的要求与挑战。企业如何选择适合自身发展的战略模式,扭转竞争态势,成为我国冲锋衣企业不得不探索的问题。本文通过分析我国冲锋衣行业的现状和问题,运用PEST模型、波特五力模型和SWOT模型等工具对我国冲锋衣行业发展环境与战略模式进行了分析,并提出不同企业应进行不同战略模式的选择。本文研究的主要内容及创新点如下:(1)分析了我国冲锋衣行业存在的问题及其发展环境。通过分析得出"品牌缺乏核心竞争力"、"发展渠道单一"、"战略缺失"、"管理理念落后"等问题是导致我国冲锋衣行业竞争力弱、渠道混乱、发展停滞不前的主要障碍因素。(2)分析了我国冲锋衣行业的外部环境与竞争环境。首先,通过PEST模型工具分析得出我国政策支持力度、经济发展水平与社会整体环境均有利于冲锋衣行业的发展,但我国技术环境严重制约了冲锋衣企业的可持续发展。其次,通过波特五力模型分析我国冲锋衣行业的竞争环境发现,供应商、消费者与行业内现有竞争者都对我国冲锋衣企业带来较大的威胁,而新进入者和替代品的威胁则相对较弱。(3)分析了我国冲锋衣行业发展战略模式的优劣势。通过SWOT工具分析得出,我国冲锋衣企业应当结合行业的生产、产业链与市场大容量的优势,抓住国家宏观政策支持、居民消费能力增强与互联网发展的机遇,逐步解决行业的技术、品牌、监管、人才匮乏与缺乏战略意识的劣势,进而改善科技发展环境与强大竞争者的威胁。(4)提出了不同类别冲锋衣企业应做出不同战略模式的选择。通过分析我国冲锋衣行业产业链,将冲锋衣企业分为生产商企业、品牌商企业和零售商企业,再根据规模大小将其分为大型冲锋衣企业和中小型冲锋衣企业。不同的冲锋衣企业在不同的发展阶段所处现状不同,在明确各个战略的优劣势以及企业所处的发展阶段后做出适当的战略选择。
[Abstract]:With the increasing interest in outdoor sports and nature, and the awareness of the importance of maintaining a healthy lifestyle, the trend of the development of emergency clothing has become an important part of the outdoor products market. At present, the quantity of our country's emergency clothing brand is increasing year by year, the price war and the same quality competition tend to be heated. It is difficult for enterprises to seek growth in the competitive market. This phenomenon has put forward new requirements and challenges to the strategic thinking and strategic choice of our country's storm-clothing enterprises. How to choose a strategic model suitable for their own development and reverse the competitive situation has become a problem that our country's storm-clothing enterprises have to explore. This paper analyzes the current situation and problems of China's emergency clothing industry, and analyzes the development environment and strategic model of China's surge clothing industry by means of PEST model, Porter's five-force model and SWOT model. It also points out that different enterprises should choose different strategic models. The main contents and innovations of this paper are as follows: 1. Through the analysis, it is concluded that the problems of "lack of core competence of brand", "single channel of development", "lack of strategy" and "backward management concept" lead to weak competitiveness and confusion of channels in China's emergency clothing industry. This paper analyzes the external environment and competition environment of China's emergency clothing industry. First of all, through the analysis of PEST model tools, it is concluded that the policy support, the level of economic development and the overall social environment are favorable to the development of the industry, but the technological environment of our country seriously restricts the sustainable development of the enterprise. Secondly, through the analysis of the competitive environment of China's emergency clothing industry by Porter's five-force model, it is found that suppliers, consumers and existing competitors in the industry all pose a great threat to the enterprises in our country. The threat of new entrants and substitutes is relatively weak. Through the analysis of SWOT tools, it is concluded that China's rush clothing enterprises should combine the advantages of industry production, industrial chain and large capacity of the market, seize the national macro policy support, enhance the consumption power of residents and the opportunity of the development of the Internet. Gradually solve the disadvantages of technology, brand, supervision, talent shortage and lack of strategic consciousness, and then improve the development environment of science and technology and the threat of strong competitors. Based on the analysis of the industry chain of the emergency clothing industry in our country, the enterprise is divided into manufacturer, brand and retailer, and then, according to the size of the enterprise, it is divided into large and medium and small punching enterprises. The status quo of different enterprises in different stages of development is different. After making clear the advantages and disadvantages of each strategy and the development stage of the enterprise, the appropriate strategic choice is made.
【学位授予单位】：北京交通大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F272;F426.86

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