近年来，随着居民收入水平的提高、消费结构升级和对健康重视程度的提升， 低酒精度、营养保健的黄酒类产品成为消费的趋势。浙江古越龙山绍兴酒股份有 限公司（下文简称古越龙山）作为黄酒行业的龙头企业面临巨大机遇，但在新的 形势下，由于行业竞争也随之加剧，因此优化出适合的竞争战略对于古越龙山而 言有着重要意义。 本文首先论述研究背景和研究意义、相关战略管理理论的发展，通过对古越 龙山实地调研，综合运用战略管理分析工具，通过对绍兴古越龙山的内外部环境、 现有的战略缺陷的深入解析，确定了制定新战略的可行性。通过运用 SWOT 模 型分析，旨在选择最适宜的战略方案，本文认为公司应采取集中差异化战略，对 公司原有的战略做出优化改良，确立了六大职能战略，同时提出五大保障措施， 共同构建起全新的战略体系。 本文在战略管理的理论基础上，采用文献研究法、案例分析法、归纳法，针 对新形势下行业竞争格局不断升级，竞争的方式及焦点不断转变，对古越龙山目 前所遇到的问题，找出优化方案，构建完善的战略体系，优化资源配置，以及推 动古越龙山黄酒行业地位的可持续发展。 关键词，绍兴古越龙山、战略体系、集中差异化战略 论文类型，应用基础研究浙江工业大学硕士学位论文 浙江古越龙山绍兴酒股份有限公司竞争战略研究 II RESEARCH ON COMPETITIVE STRATEGY OF ZHEJIANG GU YUE LONG SHAN SHAOXING WINE CO., LTD. ABSTRACT In recent years, with the improvement of residents' income level, the upgrading of consumption structure and the importance for health promotion, consumer has become increasingly tend to choose healthy alcohol products with the characteristics of low alcohol precision and nutrition-care. As a leading enterprise in yellow rice wine industry, China Shaoxing Yellow Rice Wine Group co., LTD. faces great opportunities. However, under the current economic situation, along with industry competition, this has a great significance for Guyue Longshan. First of all, this paper discusses the research background, research significance and development of related strategic management theory. Through the field research on Gu Yue Long Shan and comprehensive using of strategic management analysis tool, the paper make a in-depth analysis from the external macro environment to the internal resource environment, and ensure the feasibility of developing a new strategy. The purpose of using SWOT model analysis is to select the most appropriate strategic plan and make an optimal improvement. The overall strategy is to build the Chinese liquor health model; The competitive strategy is centered on the differentiation strategy, comprehensively implement the six big functions, then work together to build up a new strategy system. This paper is based on the theory of strategic management, using literature research, case analysis, induction, in view of the rising industry competition under the new situation. We could Change the way of competition for the Gu Yue Long Shan, find out the optimized solution, build perfect strategic system, optimize the allocation of resources, promote the sustainable development. KEY WORDS: GuYueLongShan ShaoXing; Strategic System; Centralization Differentiation Strategy TYPE OF DISSERTATION / THESIS: Application Research浙江工业大学硕士学位论文 浙江古越龙山绍兴酒股份有限公司竞争战略研究 III 目 录 1 绪论.......................................................................................................... 1 1.1 研究背景............................................................................................................1 1.2 研究目的和研究意义........................................................................................1 1.2.1 研究目的...................................................................................................... 1 1.2.2 研究意义...................................................................................................... 2 1.3 研究思路和研究方法........................................................................................3 1.3.1 研究思路...................................................................................................... 3 1.3.2 研究方法...................................................................................................... 4 1.4 研究难点.............................................................................................................5 2 相关理论综述及文献综述......................................................................6 2.1 战略和竞争战略的内涵概述.............................................................................6 2.2 竞争战略研究现状.............................................................................................8 2.2.1 国外研究现状.............................................................................................. 8 2.2.2 国内研究现状.............................................................................................. 9 2.3 酒类企业竞争战略研究综述..........................................................................11 3 绍兴古越龙山内外部环境分析及现有竞争战略分析.......................14 3.1 公司基本情况..................................................................................................14 3.2 公司所处行业面临的宏观环境分析..............................................................15 3.2.1 经济环境................................................................................................... 15 3.2.2 政治环境................................................................................................... 15 3.2.3 技术环境................................................................................................... 16 3.2.4 社会文化................................................................................................... 17 3.3 公司的竞争环境分析......................................................................................17 3.3.1 客户的议价能力........................................................................................ 17 3.3.2 供应商的议价能力.................................................................................... 18 3.3.3 潜在竞争者的进入威胁............................................................................ 19 3.3.4 替代品的威胁........................................................................................... 20 3.3.5 现有企业间的竞争................................................................................... 21 3.4 公司的内部环境分析......................................................................................23 3.4.1 资源基础................................................................................................... 23 3.4.2 企业核心能力........................................................................................... 25 3.4.3 价值链分析............................................................................................... 27 3.5 公司现有竞争战略及存在问题分析..............................................................29浙江工业大学硕士学位论文 浙江古越龙山绍兴酒股份有限公司竞争战略研究 IV 3.5.1 现有竞争战略........................................................................................... 29 3.5.2 竞争战略存在的问题............................................................................... 29 4 绍兴古越龙山竞争战略分析及调整....................................................31 4.1 公司 SWOT 分析.............................................................................................31 4.1.1 发展优势................................................................................................... 31 4.1.2 发展劣势................................................................................................... 32 4.1.3 发展机会................................................................................................... 32 4.1.4 发展威胁................................................................................................... 33 4.2 公司 SWOT 矩阵分析及战略优化.................................................................34 4.2.1 SWOT 矩阵综合分析................................................................................34 4.2.2 战略优化及动因分析............................................................................... 35 4.3 公司竞争战略的优化......................................................................................36 4.3.1 指导思想................................................................................................... 36 4.3.2 优化后的竞争战略制定........................................................................... 36 4.3.3 职能层战略的落实................................................................................... 38 5 绍兴古越龙山竞争战略实施的保障措施........................................... 40 5.1 完善组织架构与管理体系........................................................................... 40 5.2 重构内部信息管理系统............................................................................... 41 5.3 优化人力资源管理....................................................................................... 41 5.4 创新市场营销方式....................................................................................... 42 5.5 加强企业文化建设....................................................................................... 42 6 结论........................................................................................................ 44