改革开放后，中国逐步放宽了外资企业的市场准入门槛，吸引了大量的外资企业涌 入，同时市场经济的迅速发展和生活水平的提高，人们对产品品质和生活质量提出了更 高的要求，推动了第三方检验检测认证机构的迅猛发展。然而，检验行业在技术能力、 服务意识、品牌认知、市场信誉等方面的水平良莠不齐，价格战愈演愈烈，市场竞争趋 于白热化。通标公司作为行业的佼佼者，矿产业务却面临市场占有率和业绩增速缓慢的 瓶颈。如何在激烈的市场角逐中找到适合通标公司矿产业务发展的道路是亟需解决的难 题。 本文以通标公司矿产业务的竞争战略为例，从宏观环境、市场环境、行业环境等方 面全面分析了研究企业所处的外部环境，认为其发展空间巨大，但本土企业的迅猛壮大 给通标公司矿产业务的拓展带来极大的威胁。通过资源分析、能力分析和核心竞争力分 析对其内部环境进行剖析，总结出其自身的优势和劣势。在此研究基础上，运用SWOT 分析矩阵，明确市场定位、战略目标和战略承诺，建议通标公司矿产业务采取差异化竞 争战略应对激烈的市场竞争，把目标客户聚焦于国内外中大型精矿和大宗散货能源供应 商及贸易商，重视珠三角和长三角地区的检验业务，逐步开拓中国西部市场；借助国家 产业扶持政策和集团品牌口碑，发挥企业研发能力和全国市场布局优势，以顾客需求为 导向，自主研发独立知识产权的创新技术；通过培养专业人才、提供优质服务、开发高 差异化项目、树立品牌形象、整合企业资源、拓展营销渠道和引进数字化管理系统构建 差异化竞争优势，满足顾客差异化或个性化的价值诉求，提高对市场变化的感应、适应 和发展能力；进而提出战略目标分解、资源分配和政策支持来确保战略的实施；最后建 议在人力资源、技术、组织和文化建设四个方面进行调整，保障既定战略的顺利推进， 从而提高企业的市场份额和竞争力，实现可持续发展和稳固其行业地位。 通标公司作为国内权威的第三方检验检测认证机构之一，研究其竞争战略对我国其 他检验检测认证企业，特别是发展中的民营企业的发展方向和业务定位具有一定的参考 意义。 关键词： 第三方检验检测认证机构；竞争战略；差异化战略 II ABSTRACT Since reform and opening in China, it gradually released the market entry barriers for foreign-owned companies, which attracted a large number of foreign-owned companies to enter into China market. Meanwhile, the rapid development of the market economy, technology, and improvement of living standards, people have higher criteria on product quality and safety, and they pay more attention on health, which undoubtedly pushes the sharp development of third-party inspection and certification institutions. Whereas, the inspection industry varies on technical capabilities, service, brand recognition and market credibility, etc., leading to price war and fierce market competition. As a leader in the industry, SGS-CSTC is also encountering the bottleneck of low market shares in domestic and slow revenue growth in mineral business. Therefore, it is crucial to redeploy the strategy to adopt the pace of change and tough market competition. The paper will take the competitive strategy of SGS-CSTC Mineral business as an example. It comprehensively analyzes the external environment from macro environment, market environment, and industry environment, which comes out to be a profitable industry in the further. However, the rapid growth of local companies has posed great threat to the expansion of SGS-CSTC mineral business. It also summarizes its own advantages and disadvantages from internal environment analysis through resource analysis, capability analysis and core competitiveness analysis. Based on the internal & external research, and SWOT matrix, it finalizes the target market, strategic goal, strategic commitments and chooses the differentiated competitive strategy to cope with fierce market competition, also positioning the key customers on large and medium-sized concentrates and bulk energy suppliers or traders, focus on developing the business in Pearl River Delta and the triangle area, and to explore the western China market gradually. Counting on national industrial support policies and group brand reputation, R & D capabilities and national market layout, SGS-CSTC mineral business has to develop innovative projects by customer-orientated to build differentiated competitive advantages, enriching professional staffs, high-quality service, innovative projects, great brand image, integrating corporate resources, expanding marketing channels and digital management systems. Finally, it delivers guarantee mechanism to ensure III the implementation of the strategy through human resources, technology, organization restructuring and team culture building. As one of the well-known third-party inspection and certification institutions in China, it is of great significance to research on SGS-CSTC’s competition strategy, particularly important to the developing companies in the same industry in China. Key words: Third-party inspection and certification companies; competitive strategy; differentiated strategy IV 目录 摘要.....Ⅰ ABSTRACT......................Ⅱ 目录....Ⅳ 图表清单...........................Ⅷ 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 研究意义 ......... 2 1.2 文献综述 .................... 3 1.2.1 战略管理的概念 ............................ 3 1.2.2 战略管理理论的演进 .................... 4 1.2.3 检验检测机构竞争战略 ................ 8 1.3 研究内容 .................... 9 1.4 研究思路与方法 ........ 9 1.4.1 研究思路 ......... 9 1.4.2 研究方法 ....... 10 第二章 外部环境分析....11 2.1 宏观环境分析 .......... 11 2.1.1 政治、法律环境 .......................... 11 2.1.2 经济环境 ....... 14 2.1.3 社会文化环境 .............................. 17 2.1.4 技术环境 ....... 17 2.2 市场环境分析 .......... 18 V 2.2.1 顾客需求分析 .............................. 18 2.2.2 消费方式分析 .............................. 20 2.3 行业环境分析 .......... 22 2.3.1 新的进入者威胁 .......................... 22 2.3.2 供应商讨价还价的能力 .............. 23 2.3.3 顾客讨价还价的能力 .................. 24 2.3.4 替代产品的威胁 .......................... 25 2.3.5 行业内部竞争特点分析 .............. 25 2.4 主要竞争对手分析 .. 26 2.4.1 主要竞争对手简介 ...................... 27 2.4.2 主要竞争对手行为分析 .............. 27 2.4.3 主要竞争对手实力分析 .............. 28 2.5 行业关键成功因素分析 ......................... 30 2.6 机会与威胁 .............. 31 2.6.1 机会 ............... 31 2.6.2 威胁 ............... 32 2.7 本章小结 .................. 33 第三章 内部环境分析...34 3.1 通标公司矿产业务介绍 ......................... 34 3.1.1 通标公司简介 .............................. 34 3.1.2 通标公司矿产业务简介 .............. 35 3.2 资源分析 .................. 37 3.2.1 财务资源分析 .............................. 37 3.2.2 组织结构分析 .............................. 37 VI 3.2.3 人力资源分析 .............................. 38 3.2.4 技术资源分析 .............................. 39 3.2.5 声誉资源分析 .............................. 41 3.3 能力分析 .................. 41 3.3.1 服务能力分析 .............................. 41 3.3.2 营销能力分析 .............................. 44 3.3.3 资源整合能力分析 ...................... 45 3.4 核心竞争力分析 ...... 46 3.5 优势与劣势 .............. 47 3.5.1 优势 ............... 47 3.5.2 劣势 ............... 47 3.6 本章小结 .................. 48 第四章 战略选择............49 4.1 SWOT分析 ............... 49 4.2 战略承诺与目标 ...... 50 4.3 战略选择 .................. 51 4.4 市场定位 .................. 52 4.4.1 目标市场定位 .............................. 53 4.4.2 业务定位 ....... 53 4.5 构建差异化竞争战略优势 ..................... 54 4.5.1 培养专业人才 .............................. 54 4.5.2 提供优质服务 .............................. 55 4.5.3 开发高差异化项目 ...................... 55 4.5.4 树立品牌形象 .............................. 56 VII 4.5.5 整合企业资源 .............................. 56 4.5.6 拓展营销渠道 .............................. 57 4.5.7 引进数字化管理系统 .................. 58 4.6 本章小结 .................. 58 第五章 战略的实施与保障机制..................59 5.1 战略的实施 .............. 59 5.1.1 战略目标分解 .............................. 59 5.1.2 资源分配 ....... 62 5.1.3 政策支持 ....... 63 5.2 保障机制 .................. 63 5.2.1 人力资源保障 .............................. 63 5.2.2 技术保障 ....... 6