饲料加工工业企业发展战略的研究

【作者】 杨毅；

【导师】 宋伟；

【作者基本信息】 四川大学 ， 管理科学与工程， 2001， 硕士

【摘要】 各行业的生产经营活动不同，提供的产品或服务的效用不同，行业所需投的生产要素比例也不同，所需资源也不同。正因为这样，才出现人们常说的劳动密集型产业，资金(本)密集型产业、技术密集型产业、知识密集型产业。如果一国不能从经济增长方式依靠低成本的资源和劳动力转化为依靠人才和创新，经济的持续增长是难以的。低成本，高质量只是参与国际竞争的基本条件。同样，在劳动密集型行业中，已经取得相对优势地位的企业不向有更高回报的行业转移资源，或者不改变行劳动密集型的行业特征。企业的发展也很难上一个新的台阶。 在我国政府颁布的产业政策中，明确提出要把农业放在经济工作的首位，要继续加强能源、交通，通讯和基础原材料产业，调整改造传统的加工工业，大力发展电于信息产业、生物医学工程、新材料、宇航工程等高新技术产业，以及第三产业(即广义的服务业)。按照国家的产业政策，国家与地方政府根据实际情况，确定了全国和地方的支柱产业计予以优先发展。支柱产业是政府重点支持和鼓励发展的行业，反映它们在国民经济发展中特别重要的地位和作用。 我国的饲料加工工业是典型的劳动密集型行业，在20年内经历了飞速的发展，在今天则遇到了巨大的挑战，饲料业的加工能力超过年产销量的一倍左右，大批饲料加工企业处于微利或亏损状态。但从理 i ～Al4论上的我国的饲料加工发展能力离世界平均水平还有很大的发展空＿；”问。我国的饲料行业早早的进入了成熟期，竟争激烈。发展企业战略一般分为三个层次：总体战略、经营单位的战略和职能层战略。一般来说，企业的战略层次总是力求与企业组织层次和权力层次相一致，以保证责任与权力的相等。本文简要分析了中国饲料加工行业的现状：成熟期、低进入障碍和低退出障碍、微利和竟争激烈；以及国内几家典型的饲料加工企业新希望集团、东方希望集团、通威饲料集团的成K经历和它们实施的相应的战略。归纳出几条战略方向： l、j“业升级：混合一体化和用户一体化战略。优势企业若要在行业内长期发展，必须改造行业现状，可以通过提高技术含金量来提高＼饲料的进入门槛，减少潜在的竟争者。通过横向一体化来减少现有的竟争者，将行业从分散竟争状态逐渐转变为对峙状态。 2、进入其他产业：多样化战略。优势企业将积累的资金逐渐投入其他更高回报的行业，减少本行业的竞争压力，同时分散了经营风险。但实力不够的企业采取此战略可能会冒更大的风险。更多还原

【Abstract】 The Research on Developing Strategy aboutFood Processing EnterprisesManagement Science and EngineeringPostgraduate Student: Yang YiSupervisor: Song WeiEach industry has its own productive and operative activities, so products or services supplied by them has their own utility, and different industries need put into production elements in different proportion. So that they need different natural resources. Which brought about some industries called labor-concentrated industry. Capital-concentrated industry technology-concentrated industry and knowledge. Concentrated industry. Chinese food-processing industry is a typical labor-concentrated industry, which has developed especially in the past 20 years. However, it is faced with huge challenge. Food industry’s output is twice as that it sells per year, therefore a lot of food-processing factories are at low profit or at loss. But in theory the ability to develop our food-processing industry is still far away from world average level. Our food-industry entered mature period too earlyL] as a result, there is keen competition in the area. Strategy to develop firms is divided into 3 levels, i.e. general strategy, operative unit’s strategy level tries to conform to firms’ organization strategy and power level. In order to confirm that duty equals to power. The article analyzes briefly the present conditions of Chinese-food processing factory: mature period, low in barrier and low out barrier, low profit and hot rival. What more, it analyses growing up experiences of several typical domestic food-processing factories including: New-hope Group, East Hope Group and Tongwei Group. At last, the article concludes two strategic directions as to escalate the follows: mix-unify and consumer unify’ strategy industry. If advantageous firms hope to develop for long in the area. They have to change the conditions of the area, for example, they may raise the technology content of products in order to raise the threshold of food industry and cut down potential rivals. They also can lessen existing rivals by crosswise unify, and change the industry from the state of dispersed competition to confronting state. 2. To enter the other industries (diversifying strategy). Advantageous firms may put the accumulated fund gradually into other industries, which may bring about more. Repayment, at the same time, in the pressure of competition the industry is reduced, the operative risk is diversified. While the firms not having enough power will be at greater risk if they adopt this strategy.更多还原