摘要
在世界经济增速减缓的大环境下,中国政府己经并将继续调整经济政策,实行简政
-放权,为各个产品流通行业、制造企业、研发型企业提供技术及资金支持服务/深化改革,
寻求新的市场出路。小微创业企业,在我国市场经济发展中,起着至关重要、不可或缺的
作用,为各个阶层的劳动者提供了充足的、多样的劳动就业机会、完善市场多样化等方面,
都起着致关重要的作用。在新的政治经济形式下,当局政府,更重视小微创业企业在国民
经济增长中的重要作用,不断出台多种经济扶持政策,协助小微创业企业进行融资;简化
办事流程,降低新创企业的准入门槛;鼓励产学研相结合,弥补中小企业发展中的技术短
板。在政策利好的情况下,我国的小微创业企业的数量,稳步上升

然则,纵然在国家的政策大力支持下,小微创业企业成活率依然很低。全球一体化
的今天,中小企业不仅要面对国内的竞争者,还要面对来自国外的竞争者,不止要面对同
行的竞争,还有可能还要面对跨行的竞争。据统计,我国新成立的中小企业存活5年以上
的企业不到7%,存活10年以上的企业不到2%,也就是说,98%的中小企业,在成立10年
以内倒闭。因此,在当今的全球一体化的大环境下,如何提高中小企业的存活率,使中小
企业在国内外大型企业的垄断市场中,找到自己的生存空间,是我们必须认真研究的战略
性课题

在本文中,一方面,分析小微创业企业的所处的外部环境、内部环境,面对的市场
竞争环境,从客观的、科学的方面,分析了小微创业企业所面临的客观的环境和挑战。本
研究以对国内外的战略理论为基础,分析了制定长远的战略计划、战略目标,进行战略实
施,战略实施效果评估的重要性。并结合小微创业企业的特征,说明小微创业企业从创立
之初即进行长远的战略规划,确定企业在未来不同阶段的战略目标,为企业能顺利度过生
存期,在成长期取得高速发展,制定长远的、总体性的战略目标、战略实施方案。企业经
营战略是决定企业未来发展的目标,科学的、仔细的规划达到这些目标所使用的方法,并
为实现这些目标所使用的方法从而对企业可支配资源进行合理分配。企业的战略是协调企
业外部的政治环境、经济环境、社会环境与本企业内部的资源和组织架构间的关系,使外
部和内部之间互相协调,促进企业的发展,达成战略目标

另一方面,本文以广州XC公司为作为案例研宄对象,分析广州XC公司从创立所面
临的外部环境、内部环境,市场竞争环境,并对企业整体的资源状况,利用SWOT分析法
进行详细的、科学的、全面的分析,利用战略大师的五力竞争模型对广州XC公司所处的
竞争环境进行分析;经过科学的、全面的、详细的分析后,制定适合广州XC公司的战略
I 计划。小微创业企业,由于可以利用的资源有限,无法直接和国际大企业或者是行业巨头
直接争夺市场,因此广州XC公司选择竞争环境相对不那么激烈的、可以充分利用现有资
源的生活用纸利基市场作为市场切入点,发挥广州XC公司的技术优势,并在制定生活用
f
纸利基战略的基础上/进行严密的战略实施计划。完善企业的组织架构,达成企业内部高&39; &39;
效的沟通及汇报模式;对战略内所涉及的所有人员,进行对应的岗位培训,所有人员各司
其责,高效合作;制定多种市场推广方案,更快速有效的,将企业的产品,传达给企业的
目标客户群体;及时进行战略效果评估,检验在战略实施过程中,战略过程与战略目标的
偏差并及时纠正,保证目标的达成

最后,本研宄在分析企业的战略实施过程中,小微创业企业还需要制定对应企业长
期长展的保障措施,对企业的数据进行有效的收集积累,为企业发展壮大,打下基础

通过本文的研究,指出小微创业企业,在创立初期,要沉着的对企业所处的客观环
境、竞争环境进行详细的分析,并且对企业可以利用的外部资源,内部资源有清楚的认识

对企业的长期发展目标有长期的规划。作为企业小微企业,首选竞争力不大的利基市场作
为生存期的市场,使企业更容易安全度过生存期。在生存期,须做好资源及数据的原始积
累,使小微创业企业由小到大,顺利成长过渡

关键词:利基市场、小微创业企业、发展战略、SWOT分析
II ABSTRACT
In the context of slowing world economic growth, The Chinese government has
t
＊
and will continue to adjust its economic policies, - The implementation of
decentralization, For each product circulation industry、 Manufacturer company、
R & D enterprises to provide technical and financial support services, Deepen reform,
explore new economic growth point。Small and medium enterprises,As an important
part of the national economy, In providing labor employment opportunities、
Stimulate market vitality and so on, All play an important role。The new government
will give full play to the vitality of small and medium—sized enterprises as an
important means to expand domestic demand and maintain good momentum of economic
development.
But even in today&39;s national policy to support small and medium enterprises
entrepreneurial environment, The survival rate of small and medium enterprises
in China is still very low. Global integration today, Small and medium enterprises
not only to face domestic competitors, but also to face competitors from abroad,
Not only to face the competition of peers, there may be faced with cross-line
competition. According to statistics, China’s newly established small and medium
enterprises to survive more than 5 years of business less than 7%, Surviving more
than 10 years of business less than 2%, In other words, 98% of small and medium
enterprises, in the establishment of 10 years or less closed down. Therefore, when
the global integration of the environment, How to improve the survival rate of
start-up small and medium enterprises, So that small and medium enterprises in
large enterprises at home and abroad monopoly market to find their own living space,
Is a strategic issue that we must study seriously.
In this paper,on the one hand, starting from the characteristics of small
and medium-sized enterprises, Research start-up small and medium enterprises from
the beginning of the creation of long-term strategic planning, Determine the
strategic objectives of the enterprise for a certain period of time, To ensure
long-term survival and achieve sustainable development, To develop long-term,
overall planning and strategy. The model of enterprise strategy is divided into
ill
two parts: strategy formulation and strategy implementation. Business strategy
is to determine the basic objectives and objectives of the enterprise, Choose the
way to achieve these goals, And to achieve these goals and ways to allocate
important resources to the enterprise. The business strategy must deal with the
relationship between the corporate environment and the internal organization, So
that the three coordination between each other to achieve dynamic balance.
On the other hand, this article to Guangzhou XC company as an example, From
the beginning of the creation, that is, according to the existing resources, Using
SWOT analysis for enterprise analysis, Develop a strategic plan for the enterprise.
Start-up small and medium enterprises, Due to their own strength is limited, Can
not directly and international large enterprises or industry giants directly
compete for the market, So choose the competitive environment is relatively less
aggressive niche market as a market entry point, More conducive to the creation
of small micro-enterprise survival experience and accumulation of funds. This
paper will use SWOT analysis of the start-up production of small and medium
enterprises, In the niche market ignored by industry monopolists, Make full use
of the flexibility of small businesses, innovative, choose their own professional
counterparts, pre-rich work experience or market resources、 enable enterprises
to survive the survival time＊ And in the niche market for the provision of products
or services in the process, And gradually improve the management level of
enterprises, improve the enterprise mechanism, the establishment of brand
reputation.
Through the study of this paper pointed out that start-up small and medium
enterprises, First of all to foothold in the present, the use of existing resources
and advantages, the establishment of niche market strategy, Smooth through the
survival period. Second, look long-term, From the beginning of the creation, for
enterprises to develop long-term development strategy, So that small and medium
enterprises from small to large, smooth growth transition.
Key words: Niche market, start small micro - enterprise, development strategy,
SWOT analysis
IV 目录
M W I
.
. ABSTRACT
Ill &39;
—
、麟 1
(一)研宄背景与必要性1職龍 2
2.研究的对象3.研宄的目的(二)研宄思路和研宄方法1.研究思路 7
2.研究方法二、小微创业企业综述(一)小微创业企业综述1.小微创业企业基本概念2.小微创业企业的管理方式特点3.微创业企业的人员特点4.小微创业企业的技术特点(二)企业经营战略综述1.经营战略基本概念2战略环境分析3企业所处行业的五力分析4.企业的战略选择5.企业经营战略实施6.战略实施保障7.战略实施效果评估(三)利基市场基本概念及特征1.利基市场的基本概念2.利基市场的形成3.利基市场本身具有的特征(四)利基战略的意义及形成1.利基战略的意义V 2.利基战略适用于小微创业企业3.利基战略分析4.利基战略的实施t
(五)目前我国小微创业企业利基战略管理中的问题&39;
1.缺乏明确战略目标和战略规划2.忽视企业潜在竞争力建设3.组织架构不完善4.缺乏完善的市场营销方案三、广州XC公司环境分析(一)广州XC公司所处外部环境的PEST分析1.社会环境因素(Sociocultural Factors)2.经济环境因素(Economic Factors)3.社会文化因素(Sociocultural Factors)
21
4.技术环境(Technological Factors)
21
(二)广州XC公司内部环境状况
21
1技术能力
21
2.企业经营素质
22
3.人员素质
22
(三)广州XC公司所处生活用纸
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