H公司健康养老产业战略业务组合分析

发布时间：2022-01-15 03:08

　　近年来,中国的老年人口一直在快速增长,占中国总人口的比例在不断地提升,预计到2050年将达到峰值。中国已经进入老龄化社会,与之配套的健康养老产业也迎来了发展的黄金时期。然而,健康养老产业目前在中国还处于起步阶段,发展路径、盈利模式等都还处于探索阶段。本文的主要研究对象H公司,近年来致力于发展健康养老产业,打造大健康产业链,现已初具规模。但是也面临着机构养老业务发展速度变缓,老年人长期护理保险业务未形成业务规模,社区居家养老服务中心、互联网+健康管理养老、老年旅居、养老产品销售等业务未能有效创造利润等问题。通过对H公司存在问题的剖析,找准症结所在,进而提出符合H公司的战略组合建议,是本次研究的重点。本文以中国老年人口现状为切入点,引出对中国健康养老产业发展的思考,然后分析战略管理和健康养老产业相关概念,探讨国内外对健康养老产业布局、养老模式的相关理论成果,对中国健康养老市场现状和产业发展趋势做出综合阐述。通过分析H公司健康养老产业的现状,剖析产业布局中存在的问题,提出解决方案和战略组合建议,制定具体行动方案。本文通过文献研究法掌握战略管理相关知识及健康养老产业发展的相关理论基础和研究现状... 

【文章来源】：广东外语外贸大学广东省

【文章页数】：107 页

【学位级别】：硕士

【文章目录】：
Acknowledgements
ABSTRACT
摘要
Chapter Ⅰ Introduction
    1.1 Research Background
    1.2 Research Objectives
    1.3 Research Significance
    1.4 Research Methods
        1.4.1 Literature Analysis
        1.4.2 Case Analysis
Chapter Ⅱ Literature Review
    2.1 Core Concepts
        2.1.1 Core Concepts Related to Strategic Management
        2.1.2 Core Concepts Related to the Healthy Elderly Care
    2.2 Relevant Theories
        2.2.1 Theories Related to Strategic Management
        2.2.2 Foreign Healthy Elderly Care Industry Layout and Elderly Care Mode
        2.2.3 Domestic Healthy Elderly Care Industry Layout and Elderly Care Mode
        2.2.4 The Enlightenment of Foreign Healthy Elderly Care Industry to China
    2.3 Research Trends
        2.3.1 China's Elderly Care Industry Market Status
        2.3.2 Studies and Application of the Development Trend of China's ElderlyCare Industry in Recent Years
    2.4 Research Gap
Chapter Ⅲ Case Description
    3.1 Introduction to H Company
    3.2 Organizational Framework of H Company
    3.3 Analysis on The Current Situation of H Company’s Elderly Care Industry
        3.3.1 Analysis on the Macro Environment of The Elderly Care Industry of HCompany through PEST Model
        3.3.2 Analysis of Existing Business of H Company with Boston ConsultingGroup(BCG)Matrix Model
Chapter Ⅳ Problems Analysis
    4.1 Key Problems in H Company’s Healthy Elderly Care Businesses
    4.2 Problems Existing in Each Business Segment of the Company
        4.2.1 Slow Development of Institution-supported Elderly Care Business
        4.2.2 Incomplete Scale of the Long-term Care Insurance for the Elderly
        4.2.3 Low profits of other Business
    4.3 Questions of H Company’s Business
    4.4 Analysis of H Company’s Existing Problems
        4.4.1 Unrealistic Expectation and Radicalness
        4.4.2 Insufficient Understandings of the Industry
        4.4.3 Inadequate Knowledge Reserve and Practical Experience of theDecision-Making Leadership
        4.4.4 Insufficient Reserve of Talents
Chapter Ⅴ Key Points of H Company’s Strategic Portfolio of the Healthy Elderly CareIndustry and Solutions
    5.1 Key Points of the Strategic Business Portfolio
        5.1.1 Establishing Brand Advantage with Institution-supported Elderly Care
        5.1.2 Achieving Breakthrough with the Long-term Care Insurance for theElderly
        5.1.3 Broadening the Scope of Business Radiation with Existing Platforms
        5.1.4 Accelerating the Incubation of Industry with Funds
        5.1.5 Recycling Timely
        5.1.6 Shrinking the Radius of Activity
    5.2 The Implementation Path of Industrial Strategic Portfolio
        5.2.1 The Development Strategy
        5.2.2 The Maintenance Strategy
        5.2.3 The Harvest Strategy
        5.2.4 The Divestment Strategy
    5.3 Prospects for the Future Development of H Company’s Elderly Care Industry
        5.3.1 Precise Positioning
        5.3.2 Establishing H company’s Healthy Elderly Care Industry Chain
        5.3.3 Strengthening information construction
        5.3.4 Managing the Talent Pool
Chapter Ⅵ Conclusions
REFERENCES



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