【作者】 李建兵；

【导师】 吴斌；

【作者基本信息】 东南大学 ， 工商管理， 2005， 硕士

【摘要】 企业竞争战略的选择实质上就是一个公司将其内部资源与环境建立联系、适应的过程。尽管企业的相关环境的范围广阔,包含着社会的、政治的、经济的、和技术的因素。但公司投入竞争的特定产业,产业结构强烈的影响着竞争规则的确立以及潜在的可供公司选择的战略。我国肉制品行业是一个发展迅速的行业,1990年肉类产量跃居世界第一位,目前人均占有量也超过了世界平均水平,创造了举世瞩目的奇迹。“九五”期间,我国肉类产量年均增幅接近6%,2000年达到6200万吨,占世界总量的20%以上,人均年占有量增加到48公斤左右。经过“九五”的发展,我国肉类生产由供应不足转向了买方市场,并形成了肉类价格的全面下滑和流通格局的显著变化。但九五后我国肉制品原料价格上涨迅速,这结生产厂家带来一定的压力。由于肉制品行业低端产品进入壁垒低,因而全行业由近2800多个肉类加工企业,其中大中型企业200多家,还有总量400万吨以上的冷藏设施。特别是从八十年代末到现在,一批以生产高温火腿肠为主的中型肉联厂迅速崛起,如后来形成的春都集团和双汇集团等。与此同时,一批体制更灵活的民营肉制品加工企业也迅速壮大,快步加入到行业排头兵的行列,如山东金锣、南京雨润等。这意味着我国肉类加工业在组织形式、产品结构、技术进步和营销方式等方面正在发生革命性的变化,逐步实现与市场经济接轨,与国际化接轨。从省份来看,江苏、山东、浙江、广东、北京、最多。在肉制品市场激烈的竞争中,有一些企业有上乘的表现,他们不仅为自身在市场中取得了份额,获得了利润,实现了战略构想,也为行业内外的企业提供了难得的学习案例。因而对这些企业的剖析,对于加入全球化竞争的国内企业来说是非常有借鉴意义的。雨润集团结合自身的资源优势,克服劣势、利用外部的环境优势,已取得了一定成绩,但面对国内肉制品产品近乎自由竞争的市场格局,面对加入WTO后国外跨国肉制品巨头对中国市场的虎视眈眈,雨润集团要想成为中国肉制品的领导者,要想取得更大的成功,其企业竞争战略的制定与实施必须要适应国内产业整体竞争结构环境。在产品的竞争战略上,可以考虑以培育企业核心竞争力为宗旨,充分利用十多年积累的行业经验,用低成本的竞争战略,集中一切资源做大企业规模,发展规模经济,坚持走产品专业化发展道路。同时做到:第一,强化现代公司治理结构制度,加强内部管理,通过实行信息化管理,减少管理成本;第二,通过横向兼并或重组,扩大生产规模,实行专业化生产,以达到降低运营和生产成本的目的。如果雨润集团能坚持这一战略,企业的可持续发展应是有保障的。更多还原

【Abstract】 The choice of the company strategy policy in fact is to establish the communication and adjustment between environment and the inner resource of the certain firm. Although the relative environment of a company includes the social, diplomatic, economical and technical factor, the key one is the certain industry in which a company involved. The industrial structure plays an important role in establishment of the competitive rule and the prospective strategy policy.The Chinese meat food industry is a fast developed one. Its output value amounted to 400 billion Yuan by the end of 2001.It is the first country in the industry of making meat food in the world. Its output value amounted to 100 billion Yuan by the end of 2002.As the lower product of meat food is made easy, there are 2800 enterprises of the meat food industry in China. 13 per cent of them are the state enterprises.34 per cent of them are the collective enterprises.19 per cent of them are joint-stock companies. And 21 per cent of them are enterprises of foreign capital. They are from Hongkong, Macao and Taiwan. 8 per cent of them are share-cooperated business. Most of them locate in the coastal area and the areas of East-China, South-China, Middle South-China and North-China. They are in the Jiangsu,Sandong, Zhejiang, Guangdong province, Sanghai,Beijing.Some enterprises have behaved splendidly in sharp market competition. They have not only achieved strategic goal, but also made profits and owned market share. Their experiences are vivid cases for the other Chinese enterprises. The analysis of these enterprises means a lot for the other Chinese enterprises that are involved in the worldwide competition.Yu-run Group that took the advantage of the environment and its resource avoided the disadvantage of a company and the threat from the environment, which had achieved success. But facing the free competition domestic market and foreign giant entering into China, to promote the enterprise to a new level and maintain its leadership in the meat food industry and advance greatly in China, Yu-run Group must adapt the competitive structure of the meatfoods industry as a strategy policy is made and carried out. It must strengthen core competitiveness by specialization based on our decade experiences, and expand scale of utilizing every resource in few cost strategy of the meat food industry. Meanwhile it should do as follow: firstly, reducing the management capital by perfecting management structure of a modern company and strengthening the interior management with the measure of implement of informative management. Secondly, reducing the operating and producing capital by increasing the productive scale and perfecting a specialization in production with the measure of horizontal merger and restructuring. If the Yu-run Group insists on this strategy, sustained development of the enterprise is ensured.更多还原