昌辉集团竞争战略研究
Study on Competitive Strategy of Changhui Group
作 者 姓 名：朱磊
领域（方向）：战略与运营管理
指 导 教 师：杜玉申教授
类 别：工商管理硕士
答 辩 日 期：
2018年5月27日
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I
摘要
昌辉集团竞争战略研究
中小企业天然存在着资源有限的劣势，即使在度过初创期进入成长期，企
业取得了部分成就后依然如此。如何将企业有限的资源和中小企业灵活的组织
形式相结合形成自身独特的竞争优势是本文所关注的话题。昌辉集团是一家中
小型制造企业，成立近9年，主要业务为改性材料的研发与制造。其从创业初
期的作坊式生产车间发展成为生产能力处于东北地区前列的集团型公司，作为
一家没有任何背景的民营企业，昌辉集团在企业发展的初期阶段是成功的。在
取得一定成就后，昌辉集团在没有进行充分调研与分析的情况下，盲目扩张，
过于草率的进行多元化发展，结果跨领域经营不仅没有达到设想的目标，资源
的分散和管理的混乱反而使得昌辉集团的发展陷入了困境。昌辉集团急需战略
调整来摆脱目前的情况
本文以昌辉集团为研究对象，通过对企业内外部环境分析结合战略管理理
论研究发现，整体外部环境仍然对集团主营业务有正向影响作用；行业内低端
产品竞争激烈、利润低，高端产品多为外国企业垄断、利润高；企业已有专利
可用于高端材料尼龙产品的开发；内部资源通过调整可满足战略变革需求，最
终得出企业应采用集中化战略中差异化集中策略的结论。根据企业实际情况制
定了以组织结构优化调整、市场营销差异化集中、产品技术多种途径研发升级
的实施策略，从而实现公司战略意图，并采取以战略宣传培训、提供人力和资
金为代表的资源支持以及完善薪酬激励体系等的措施来保障战略的执行
本文试图通过以上阐述帮助昌辉集团摆脱目前面临的困境，促使其可以长
期稳定健康的发展，并为处于类似情况的中小企业解决实际问题提供借鉴的样
本
关键词：
中小企业 集中化战略 差异化竞争
II
Abstract
Study on Competitive Strategy of Changhui Group
Small and medium-sized enterprises(SMEs) are at an unfavorable position by
nature due to resource constraints. It remains to be a challenge at the early growth
phase following the initial startup period, even after the business starts noticing
certain improvements. How to distinguish oneself in the marketplace through its
flexible organizational structure despite the resource constraints has attracted much
attention and discussion across industries. Founded 9 years ago, Changhui Group is a
SME whose core competency lies in the development and manufacturing of
modified materials. Transformed from craft shop to mass production, Changhui
managed to become an industry leader in Northeastern China due to its superior
production capability. The initial business development was remarkable especially
considering the fact that Changhui had no prior experience or established business
network. Soon after the first taste of success, Changhui Group started blindly
expanding the business and diversifying its business profile without thorough
research or analysis. As a result, it failed to deliver the expected results through it
horizontal and vertical integration. Poor resource allocation and chaotic management
left Changhui in crisis mode. To turn around the struggling business, Changhui needs
to refocus by adjusting its business strategy.
In reference to Changhui Group, this case study is based on the research on the
strategic management theory combined with internal and external environment
factors. The findings include the positive influence of external environment on main
operation such as the price war among low-end products which drives down profit
margin and monopoly in high-end and profitable products owned by foreign
corporates. Business may take advantage of its patents for research and development
on high-end nylon material. Appropriate adjustment of internal resource allocation
would also enable strategic transformation. Therefore, the case study concludes that
Changhui Group shall adopt differentiation focus strategy to stay competitive.
A successful implementation of the new strategy requires organizational。