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长春裕达工艺制品有限公司自成立以来，一直采取从产品的设计、生产、
包装到销售一体化的经营模式，以销定产。是现今市场上为数不多的铁艺工艺
制品公司之一。公司主要经营的品种包括：铁艺纯手工制成的工艺品、玩具、
美术品及礼品等十几类数百种商品，多为仿古做旧系列，产品均为等比例缩放
公司公司的产品大部分销往国外市场，美国和欧盟是企业最大的出口市场，国
内市场销售量极低。近来，由于经济下滑，订单减少，剩余原材料增多。而手
工艺产品行业的特殊性，使得大部分产品的生产暂时不能完全脱离人工生成的
模式，因此人工成本较高。这些问题都造成企业利润的急剧下滑。面对现今的
经济环境和激烈的市场竞争，长春裕达工艺制品有限公司的发展面临困难和挑
战。如何制定出适合企业发展的竞争战略以应对这些严峻的挑战，成为公司管
理层当前要思考的问题
本文通过研究长春裕达工艺制品有限公司的发展现状和存在问题，目前存
在的问题主要有以下几方面；首先是企业内地市场未开发。其次是企业的生产
能力滞后，不能很好的满足目前企业的销售情况。再次是企业管理模式的弊端
日益显现。最后对专业的中高级管理人才的需要也抑制了企业的发展壮大。通
过对内外部指标的分析，进而了解公司的整体竞争环境。并认为裕达公司内部
具有明显优势，也有一定能力应对外部机会与威胁。通过进一步运用 SWOT 分
析法，裕达公司应采取发展型的竞争战略，主动出击，在未来的发展道路上，
把握好外部的有力机会，利用好内部优势，扬长避短、趋利避害，是公司发展
壮大。同时确定了公司需采取以差异化竞争战略为主，低成本战略为辅的综合II
竞争战略。因此，提出以下实施措施。着力降低生产成本；提高采购管理水平
与采购质量；实现库存的科学管理；用新的营销观念开拓市场；改善物流服务
水平。同时建设以创新为导向的公司文化；建立高效的组织结构；构建完善的
人力资源体系；加强工艺技术的传承与改造。给裕达公司战略的实施提供保障
通过本研究，希望能有助于裕达公司建立一套完整的企业竞争战略，实现
企业利润最大化，同时也希望能对国内其他工艺品出口企业的竞争战略制定与
调整起到一定的借鉴作用
关键词：工艺制品，竞争战略，战略实施III
ABSTRACT
Research on competitive strategy of R&D Company
In recent years, due to the impact of the global economic downturn, the US
economic slowdown and the European economy are tense. China&39;s foreign trade in
the past decade, while maintaining high growth, but export enterprises are also facing
internal and external pressure and crisis.
Since its inception, R&D Co. has been taken from the product design,
production, packaging and sales of integrated business model to sell production.This
enterprise is now one of the few, wrought iron craft products, the company On the
market.R&D Co. Is mainly engaged in varieties include: wrought iron pure
handmade crafts,toys.and gifts,such as more than a dozen classes hundreds of
goods,etc. Mostly archaize do old series,products are scaling.Most of the company&39;s
products will be sold to foreign markets, the United States and the European Union
is the largest export market, while the domestic market sale is very low.Due to the
economic downturn, orders decreased and the remaining raw materials increased.
The handicraft industry, the particularity of the product, making most of the
production of the product can’t be completely divorced from the artificially
generated mode, so the current labor costs is high. The long-term idle will result in a
sharp decline in corporate profits. The development of R&D Co., Ltd. has
difficulties and challenges in the face of today’s economic environment and fierce
market competition. The company&39;s current management has to think about how to
develop a competitive strategy for the development of enterprises in response to
these serious challenges.
In this paper, the status quo and existing problems of R&D Co., Ltd. are
analyzed, the advantages and disadvantages of internal management, The existing
problems mainly include the following aspects; The first is that the mainland market
has not been developed. Secondly, the production capacity of the enterprise lagsIV
behind, which can not meet the current sales situation. Thirdly, the drawbacks of
enterprise management model are becoming more and more obvious. Finally, the
need of professional middle and senior management personnel also inhibited the
development of enterprises. .The opportunities and threats of external environment
are analyzed, and the overall competitive environment of the company is analyzed.
We think that R&D Co., Ltd. has obvious advantages, and also have a certain ability
to deal with external opportunities and threats. By further using the SWOT analysis
method, R&D co. should adopt developmental of competitive strategy, proactive, in
the future development of the road, a powerful hold good external opportunity, make
good use of the internal advantage, foster strengths and circumvent weaknesses and
disadvantages, is the company&39;s development. The company should adopt the
comprehensive competitive strategy which differentiation strategy would be taken as
the main strategy, and low cost strategy as a supplement.We also put forward the
following measures,efforts to reduce production costs; improve the level of
procurement management and procurement quality; to achieve the scientific
management of inventory; with new marketing concepts to open up the market;
improve the level of logistics services.We need to build an innovation oriented
corporate culture, establish an efficient organizational structure, build a sound
human resources system, and to strengthen the process of technology transfer and
transformation and provide protection for the implementation of the strategy.
Through this research, we hope to help R&D to establish a complete enterprise
competitive strategy, and create the maximum profit of enterprises. We also hope to
play a reference role to other domestic crafts export enterprises on their competitive
strategy formulation and adjustment.
Key words:
Technology products，Competitive strategy，Strategy implementationV
目 录
第 1 章 绪论....... 1
1.1 研究背景与意义.... 1
1.2 研究方法与内容.... 2
1.3 理论基础与文献综述........ 3
第 2 章 裕达工艺制品有限公司发展现状及存在的问题..... 10
2.1 裕达工艺制品有限公司的概况.. 10
2.2 裕达工艺制品有限公司发展现状 ......... 10
2.3 裕达工艺制品有限公司存在的问题 ..... 11
第 3 章 裕达工艺制品有限公司竞争环境分析......... 13
3.1 裕达工艺制品有限公司外部环境分析 . 13
3.2 裕达工艺制品有限公司内部环境分析 . 22
3.3 裕达工艺制品有限公司 SWOT 分析 .... 29
第 4 章 裕达工艺制品有限公司竞争战略选择与实施保障33
4.1 裕达工艺制品有限公司竞争战略选择 . 33
4.2 裕达工艺制品有限公司竞争战略实施 . 34
4.3 裕达工艺制品有限公司竞争战略实施保障 ..... 39
结 论 ..... 44
参考文献 . 45
致 谢 ..... 471
第 1 章 绪论
1.1 研究背景与意义
1.1.1 研究背景
近年来,由于全球经济下滑趋势的影响，美国经济增速放缓，欧洲地区经济
出现紧张迹象。我国的对外贸易在过去十年间虽然维持高位增长，成为世界第
一的出口大国，但出口企业也面临着内外部的压力与危机。首先，近年来汇率
的波动，人民币不断升值的负面影响不可小视。截止至 2014 年 12 月，人民币
兑美元汇率已由 2010 年一月时的 6.81%下降至 6.18%。汇率的波动导致出口依
存度高的企业严重受损，出口型企业利润大幅度下降。许多以物美价廉著称的
产品，价格竞争力被不断地削弱。其次，对于劳动密集型产业来说，当劳动力
价格不断攀升，其商品价格的优势将逐渐丧失，而劳动密集型产业出口的商品
其附加值和差异性较低，竞争力及抵御国际市场价格波动的能力较弱，发展举
步维艰。最后，出口市场需求疲软状态异常明显，客户购买力急剧下降
长春裕达工艺制品有限公司自成立以来，一直采取从产品的设计、生产、
包装到销售一体化的经营模式，以销定产。公司生产的产品 95%以上将销往国
外市场，美国和欧盟是企业最大的出口市场，而国内市场销售量极低。企业虽
然采取以销定产的生产销售模式，但由于经济下滑订单减少，剩余原材料增多
而手工艺产品行业的特殊性，使得大部
。。。以上简介无排版格式，详细内容请下载查看
