随着中国经济的不断发展，人们生活水平的不断提高，现代社会工作和生活节奏的 不断加快，城市中以“快”著称的快餐业获得了蓬勃的发展。越来越多的人爱上了快餐 这一饮食，快餐已经成为人们生活必不可少的一部分，消费群体的扩大推动了快餐行业 的蓬勃发展。但是近年来，面对快餐行业的竞争越来越激烈，各方面经营成本不断上升， 同时还有网络快餐平台的蓬勃发展给快餐业带来的巨大冲击，传统中式快餐连锁企业面 临着如何在新形势下构建竞争优势的重大战略问题，如何进一步明晰市场定位，进一步 优化竞争战略以适应新环境等一系列问题。所以，研究中式快餐连锁企业如何在新形势 下做出怎样的战略选择具有重要的现实意义。CCL 快餐连锁公司（简称 CCL 公司）就 是这样一家传统连锁快餐企业，它也面临着这样的战略问题。本文拟以 CCL 快餐连锁 公司为研究对象，研究 CCL 快餐连锁公司如何在新的竞争态势下制定竞争战略，建立 竞争优势的问题。 本文首先分析了国内特别是广州地区中式快餐连锁行业发展的新态势，对比连锁快 餐企业之间发展特点，总结出共性的发展模式和经营对策，归纳快餐连锁行业的关键成 功因素，归纳出 CCL 公司对于外部环境所面临的机会与威胁，然后详细分析 CCL 公司 内部资源与能力的状况，运用 SWOT 分析法，据此提出 CCL 公司新的竞争战略。研究 得出结论如下，第一，CCL 公司面临的外部环境机会与威胁并存，CCL 公司的核心竞 争力是熟悉中式快餐的经营运作过程，了解顾客对快餐的需求习惯，熟悉竞争对手的状 况，培养了具有专业服务素养的员工，品质控制方面的能力强；连锁经营的整合能力较 强。第二，通过内外部环境分析发现，CCL 公司可选择写字楼商圈和休闲娱乐商圈这两 个细分市场作为目标市场；第三，针对写字楼商圈和休闲娱乐商圈细分市场的需求，选 择成本领先战略；第四，写字楼商圈细分市场采取以自选自助点餐模式为主的成本领先 定位，休闲娱乐商圈细分市场采取以传统点餐模式为主的成本领先定位，并分别在菜式、 价格、就餐环境等方面满足不同的诉求。第五，以进一步强化中央厨房对于生产运营的 功能作用和前端连锁餐厅的价值创造能力来提升连锁效应，从而强化成本领先的竞争优 势。本研究结论为 CCL 公司新的竞争态势中生存与发展提供指导，同时也为我国传统 经营中式快餐连锁企业的战略选择提供参考和借鉴。 关键词，中式快餐；连锁；竞争战略；成本领先；核心竞争力II Abstract With the continuous development of China's economy, the continuous improvement of people's living standards, and the continuous acceleration of modern social work and life rhythm, the city's fast food industry has been vigorous developed for its “fast”. More and more people tend to enjoy fast food, fast food has become an indispensable part of people's lives, the expansion of consumer groups has promoted the prosperity of the fast food industry. However, in recent years, in the face of increasingly fierce competition within the fast food industry, rising operating costs in all aspects, at the same time, the vigorous development of the network fast food platform has brought great impact on the fast food industry, traditional Chinese fast food chain businesses are facing a series of significant strategic issues under the new situation, such as how to build competitive advantages, how to distinct the market position and further optimize the competitive strategy in order to adapting to the new environment. Therefore, it is of great practical significance to study how Chinese fast food chain businesses make strategic choices within the new situation. CCL Fast Food Chain Company(Short for CCL Company) is such a traditional fast food chain enterprise; it also faces such strategic problems. This paper takes CCL Fast Food Chain Company as the research object, and studies how CCL Fast Food Chain Company formulates its competitive strategy and establishes its competitive advantage under the new competitive situation. This paper analyses the new situation of the development of Chinese fast food chain industry in China, especially in Guangzhou, compares the characteristics of the development among the fast food chain enterprises, sums up the common development mode and management countermeasures, summarizes the key success factors of the fast food chain industry, induces the opportunities and threats of the external environment faced by CCL Company, and then makes a detailed analysis of the internal resources and capabilities of CCL Company. Based on the SWOT analysis method, the study put forward the new competitive strategy of CCL Company. The conclusions are as follows: Firstly, the external environment opportunities and threats that CCL Company faces coexist. The core competitiveness of CCL Company is to familiarize itself with the operation procedure of Chinese fast food, to understand customers' needs and habits for fast food, to familiarize itself with the situation of its competitors, to train its employees with professional service literacy, and to have strong ability in quality control. Chain operation has stronger integration ability. Secondly, through the analysis of internal and external environment, CCL Company can choose office business circle and leisure entertainment business circle as the target market. Thirdly, according to theIII demand of office business circle and leisure entertainment business circle, CCL Company may choose the cost-leading strategy. Fourthly, the market segments of office business circle can adopt the cost-leading positioning based on the self-service ordering mode, while the market segments of leisure and entertainment business circles can adopt cost-leading positioning based on traditional ordering mode, and meet different demands in terms of dishes, prices and dining environment and so on. Fifth, in order to further strengthen the function of the central kitchen for production and operation and the value creation ability of front-end chain restaurants could enhance the chain effect, and thereby strengthening the cost-leading competitive advantage. The conclusions of this study provide guidances for CCL Company to survive and develop in the new competitive situation, and also provide references for the strategic choices of traditional Chinese fast food chain enterprises in China. Keyword: Chinese fast food; chain; competitive strategy; Cost leading; Core competitivenessIV 目 录 摘要...........................................................................................................................................I Abstract ..................................................................................................................................... II 图表清单.................................................................................................................................VII 第一章 绪论..............................................................................................................................1 1.1 研究背景与意义 ............................................................................................................. 1 1.1.1 研究背景................................................................................................................... 1 1.1.2 研究问题................................................................................................................... 3 1.1.3 研究意义................................................................................................................... 3 1.2 文献综述 ......................................................................................................................... 3 1.2.1 企业竞争战略相关理论........................................................................................... 3 1.2.2 国内外研究现状....................................................................................................... 4 1.3 研究方法 ......................................................................................................................... 7 1.4 研究内容与论文结构 ..................................................................................................... 7 第二章 外部环境分析..............................................................................................................9 2.1 宏观环境分析 ................................................................................................................. 9 2.1.1 政策环境................................................................................................................... 9 2.1.2 经济环境................................................................................................................. 10 2.1.3 社会环境................................................................................................................. 11 2.1.4 技术环境................................................................................................................. 12 2.2 快餐连锁行业的行业环境与市场环境分析 ............................................................... 13 2.2.1 行业竞争结构分析................................................................................................. 13 2.2.2 广州市快餐市场环境分析..................................................................................... 17 2.2.3 广州市主要商圈快餐消费需求分析..................................................................... 18 2.3 竞争对手分析 ............................................................................................................... 28 2.4 连锁快餐行业的关键成功因素 ................................................................................... 30 2.5 机会与威胁分析 ........................................................................................................... 32 2.6 本章小结 ....................................................................................................................... 33 第三章 内部环境分析............................................................................................................34V 3.1 CCL 公司的基本情况.................................................................................................... 34 3.1.1 CCL 公司概况 ......................................................................................................... 34 3.1.2 CCL 公司的业务模式 ............................................................................................. 36 3.2 企业资源分析 ............................................................................................................... 38 3.2.1 人力资源................................................................................................................. 38 3.2.2 实物资源................................................................................................................. 41 3.2.3 财务资源................................................................................................................. 41 3.2.4 技术资源................................................................................................................. 42 3.2.5 品牌与声誉资源..................................................................................................... 42 3.3 企业能力分析 ............................................................................................................... 43 3.3.1 企业运营管理能力................................................................................................. 43 3.3.2 连锁中的供应链与物流配送能力......................................................................... 45 3.3.3 市场应变能力......................................................................................................... 46 3.3.4 创新能力................................................................................................................. 47 3.4 核心竞争力分析 ........................................................................................................... 47 3.5 优势与劣势分析 ........................................................................................................... 48 3.5.1 优势......................................................................................................................... 48 3.5.2 劣势......................................................................................................................... 49 3.6 本章小结 ....................................................................................................................... 50 第四章 竞争战略制定............................................................................................................51 4.1 SWOT 分析 .................................................................................................................... 51 4.2 战略愿景与使命 ........................................................................................................... 52 4.2.1 公司愿景................................................................................................................. 52 4.2.2 公司使命................................................................................................................. 52 4.3 战略目标 ....................................................................................................................... 53 4.4 竞争战略的制定 ........................................................................................................... 54 4.4.1 目标市场选择......................................................................................................... 54 4.4.2 目标市场需求与定位.............................................................................................. 55 4.4.3 成本领先定位的关键要素..................................................................................... 56 4.4.4 价值链重构与连锁效应的发挥............................................................................. 58VI 4.5 本章小结 ....................................................................................................................... 62 第五章 战略的实施与保障....................................................................................................63 5.1 战略实施步骤与计划分解 ........................................................................................... 63 5.2 战略保障措施 ............................................................................................................... 64 5.2.1 组织结构调整......................................................................................................... 64 5.2.2 人力资源保障......................................................................................................... 65 5.2.3 信息系统建设......................................................................................................... 66 5.2.4 企业文化建设......................................................................................................... 69 5.3 本章小结 ....................................................................................................................... 71 结 论........................................................................................................................................72