光明冷饮发展战略分析

发布时间：2018-02-28 05:40

本文关键词： 光明冷饮发展战略分析　出处：《上海交通大学》2014年硕士论文　论文类型：学位论文

【摘要】：上海益民食品一厂有限公司是一家主要从事冷饮生产销售的老牌国有企业,隶属于上海益民食品一厂(集团)有限公司。主要生产光明牌冷饮,公司拥有的“光明牌”商标,有近五十年的发展史,是我国食品工业的著名品牌,其产品销量约占上海冷饮市场销售量的三分之一。近年来经历了市场大潮和外资品牌的冲击,企业发展一度非常困难。从九十年代开始,益民一厂为寻求发展,曾与香港屈臣氏以及光明乳业合作,但光明冷饮的发展始终都不理想。2004年,益民集团成立后,对光明冷饮加大投入,为迅速做大做强,采取了扩张布局全国的战略,但由于各种原因,在做大的同时产生了年均5000万元的亏损。从2007年起,公司调整经营策略,实施了以成本管理为主的战略管理方式,通过5年的努力,企业实现了扭亏为盈,2013年销售收入2亿元。当前光明冷饮销售收入和利润增长率明显放缓,企业通过加强管控产生的效益已基本到顶,企业发展遇到瓶颈。此外光明冷饮产品结构也严重影响了企业的盈利能力。光明冷饮的销售额和利润90%以上由中低端产品贡献,低端产品“棒冰三兄弟”是光明冷饮销售量最大的产品系列,但这一产品利润几乎为零,甚至于微亏,中端产品的代表光明中砖是其利润额的主要贡献者,占到近50%,过度依赖于某一款产品,这样的产品结构很容易受到市场其它品牌的冲击,抗风险能力弱。光明冷饮新产品开发成功率低,不能形成新的销售和利润增长点。光明冷饮面临产品结构严重不合理的处境。此外冷饮明显的季节性生产给企业发展带了挑战。本课题的设立就是基于益民一厂经营的需要,在企业缺乏产品战略研究的能力情况下,整合资源,帮助企业看到其发展遇到的问题后,通过系统分析,提出具体可行的发展战略,使得企业健康持续发展。本研究以益民食品一厂“光明”冷饮产品作为研究对象,通过收集冷饮行业和冷饮市场的相关资料,以及国内外相关研究成果,重点对上海市场的冷饮产品需求及市场竞争情况进行详细调查,分析益民一厂产品策略中村在的问题、原因以及益民一厂内部资源和外部环境,通过对光明冷饮现状的研究及SWOT分析,制定差异化的战略选择。最后,探讨如何打造和加强益民一厂的核心竞争力的产品开发策略、产品运营策略以及产品营销策略。
[Abstract]:Shanghai Yimin Foods Co., Ltd. is an old state-owned enterprise mainly engaged in the production and sale of cold drinks, belonging to Shanghai Yimin Foods Factory (Group) Co., Ltd. With a history of nearly 50 years, it is a famous brand in China's food industry. Its product sales volume accounts for about 1/3 of the sales volume in Shanghai's cold drink market. In recent years, it has experienced the market surge and the impact of foreign brands. Since 90s, Yimin I Factory has cooperated with Hong Kong Watsons and Guangming Dairy, but the development of Guangming Cold drink has not been ideal. In 2004, Yimin Group was established. In order to increase investment in Guangming cold drink and to make it bigger and stronger quickly, it has adopted the national strategy of expanding and distributing. However, due to various reasons, it has produced a loss of 50 million yuan per year in the meantime. Since 2007, the company has adjusted its management strategy. Through five years of effort, the enterprise has achieved a turnaround, with sales revenue of 200 million yuan in 2013. At present, the growth rate of sales revenue and profit of Guangming Cold drink has slowed obviously. The benefit of the enterprise through the strengthening of management and control has basically reached its peak, and the development of the enterprise has encountered bottlenecks. In addition, the structure of the products of the bright cold drink has also seriously affected the profitability of the enterprise. The sales and profits of the bright cold drink are more than 90% contributed by the middle and low end products. The low-end product, "three brothers of wangbing", is the largest product line in Guangming's cold drink sales, but the profit of this product is almost zero, even slight loss, and the representative of the mid-end product is the main contributor to its profit margin. Account for nearly 50%, over-dependent on a certain product, such product structure is vulnerable to the impact of other brands in the market, the ability to resist risk is weak. Cannot form new sales and profit growth point. Bright cold drink faces the serious unreasonable situation of product structure. In addition, the obvious seasonal production of cold drink brings challenges to the development of enterprises. The establishment of this subject is based on the needs of Yimin No. 1 factory. When the enterprise lacks the ability to study the product strategy, after integrating resources and helping the enterprise to see the problems encountered in its development, a concrete and feasible development strategy is put forward through systematic analysis. This research takes the "bright" cold drink products of Yimin Food Factory as the research object, through collecting the relevant information of the cold drink industry and the cold drink market, as well as the domestic and foreign related research results. Focusing on the demand for cold drinks products and market competition in Shanghai market, the paper analyzes the problems in the product strategy of Yimin No. 1 Factory, the causes, the internal resources and the external environment of Yimin No. 1 Factory. Through the study of the current situation of Guangming Cold drink and the analysis of SWOT, the paper makes the strategic choice of differentiation. Finally, it discusses the product development strategy, product operation strategy and product marketing strategy of how to build and strengthen the core competitiveness of Yimin No. 1 Factory.
【学位授予单位】：上海交通大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F426.82;F272

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