LF公司自行车业务竞争战略研究

发布时间：2018-01-04 04:11

本文关键词：LF公司自行车业务竞争战略研究　出处：《山东大学》2017年硕士论文　论文类型：学位论文

【摘要】：随着节能低碳生活方式的不断倡导和大健康产业的兴起,自行车产业作为继马拉松之后的又一个健身产业增长点,已经慢慢的开始显现它的巨大价值,以环青海湖国际公路自行车赛等为代表的中国精品自行车赛事不断的凸显其经济效益,在打造骑行文化的同时也慢慢地挖掘出一个体量巨大的中高端自行车消费市场;而2015年万达集团收购美国铁人三项赛事等事件更是刺激了国内自行车消费市场的结构转型。这种转型也提醒着我们,在经济新常态的大背景下,我们仍然能够发掘消费的潜力,而这种潜力主要体现在中高端自行车的消费市场,所以未来的中高端自行车市场必将有非常高额的利润可以追求。自行车制造企业需要开发出有针对性的细分中高端产品,提高产品的质量和品牌的价值,注重顾客的消费体验并完善售后服务,这样才能够抢占市场份额,实现企业利润的高增长。LF公司作为新兴的自行车制造公司,经过22年的发展,如今已经成长为体育器材制造业的龙头公司之一,其于2014年6月6日在全国中小企业股份转让系统(新三板)正式挂牌,成为近十年来唯一在中国资本市场挂牌上市的自行车产业股。上市2年以来,LF公司的净资产增加了近90倍,成为了行业龙头,并进入了新三板创新层,可见其经营水平之高、盈利能力之强。特别是在近几年的发展中,LF凭借"干它一半"的成功营销策略切入中高端市场,以极具竞争力的高性价比产品吸引了消费者的眼球,出货量也十分可观。但是从财务报告上来看,LF公司的现金流仍然十分紧张,这一点对于正处于高成长期的LF公司来说是很麻烦的;不仅如此,LF公司"线上+线下"的020营销方式也还没有完全建立,在线下渠道的设置上,LF公司也有很多的问题需要处理;另外,LF公司还面临着欧盟反倾销税扩张、020风险加大、产品品牌知名度低等危机,急需调整自身的公司发展战略来应对危机。本文以竞争战略理论为基础,通过对外部环境的分析和行业竞争现状的分析,整理出LF公司面临的政府利好政策、资本市场青睐、市场前景乐观等机会以及反倾销税扩张、020风险、宏观经济不景气、行业激烈竞争、共享单车侵蚀等威胁,进而形成EFE矩阵;并结合LF公司的业务模式特点和自身资金资源,分析其在公司运营、产品研发、市场营销、供应链管理等方面的能力,综合整理出LF公司自身的优势和劣势,从而形成IFE矩阵;利用两个矩阵以及SWOT分析,归纳得出LF公司未来应该遵循的低成本竞争战略和发展型指导方针,并给出具体的实施措施,对LF公司战略制定的各个方面都做出具体阐释,全面解答LF公司发展中遇到的问题。对行业其他传统厂商的战略制定也具有一定的借鉴意义。
[Abstract]:With the rise of constantly promoting low-carbon energy lifestyle and health industry, bicycle industry as the Marathon after another growth point of fitness industry, has slowly began to show its great value, China's fine cycling events to Qinghai Lake international road cycling race as the representative of the constantly highlights its economic benefits in creating a culture at the same time, riding slowly digging out a volume of high-end bicycle huge consumer market; and in 2015, Wanda Group acquired the triathlon events and other events is stimulated by the structure of the domestic bicycle consumer market transformation. This transformation also reminds us that in the background of the new economic normal, we still can discover the consumption potential, this potential is mainly reflected in the consumer market in high-end bicycles, so future high-end bicycle market will be very High profits can be pursued. Bicycle manufacturing enterprises need to develop high-end products for the segmentation, improve product quality and brand value, customer consumption experience and improve customer service service, so as to seize market share, achieve profit.LF high growth company emerging as a bicycle manufacturing company, through the development of for 22 years, now has grown into one of the leading sports equipment manufacturing company, in June 6, 2014 in the National SME share transfer system (the new board) formally, nearly ten years to become the only China in capital market listing of the bicycle industry listed shares. In 2 years, net assets increased by nearly LF 90 times, has become the industry leader, and entered into the new three innovation, visible its management level is high, strong profitability. Especially in recent years of development, by virtue of LF " Half of it "successful marketing strategy to enter the high-end market, with highly competitive and cost-effective products to attract the attention of consumers, the volume is also very impressive. But from the financial report on LF, the company's cash flow is still very tense, this point is in a high growth period of LF company is very troublesome not only that, LF company"; "020 Online + offline marketing is still not fully established online channel setting, LF also has a lot of problems to deal with; in addition, LF company is also facing the EU anti-dumping tax expansion, 020 increase the risk of crisis, brand awareness is low, urgent to adjust their development strategy to deal with the crisis. This paper is based on the theory of competitive strategy, through the analysis of current situation and industry competition analysis of the external environment, sorting out the LF company faces favorable government policies, capital market green Lai, market prospects and opportunities for anti-dumping duty expansion, 020 risk, macroeconomic downturn, intense competition in the industry, sharing the bicycle erosion threat, and the formation of EFE matrix; and combined with the characteristics of LF company's business model and its financial resources, analysis of its operation in the company, product development, marketing, supply capacity chain management, consolidate the LF company's own strengths and weaknesses, thus forming the IFE matrix; using two matrix and SWOT analysis, concluded that the low cost competition strategy and development guidelines of LF company in the future should follow the implementation measures, and gives concrete, make specific interpretation of each set of LF company the strategy of development, met to fully answer the problem of LF company. It has a certain significance to develop industry of other traditional vendors strategy.

【学位授予单位】：山东大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F426.47

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