近年来，我国体育产业正在的快速发展壮大，我国体育工作取得了 重大进展，但总体规模上仍然不大、活力不足，而互联网、特别移动互 联网的来袭，可能会将引爆体育产业，也许会颠覆传统体育运营机构、 企业的经营方式，基于互联网的快速发展，互联网+大众体育更加可能 释放出绚丽的光芒。然而，当前国内的体育产业面临诸多不定因素的制 约，其发展过程面临机遇和挑战，有来自市场本身的，有来自于各地政 府、和区域的，更有来自环境等限制条件。所以，体育产业的发展之路 就必须要依靠具体情况、具体环境、具体条件，来科学有序的规划和制 定，为企业指明发展方向。 本文以江苏地区的企业——码斯体育科技公司拥有的大众体育APP 为研究对象，以现代战略理论体系为基石，通过运用 PEST模型、波特 五力分析模型、SWOT模型及QSPM定量化分析模型等现代管理方法 和手段对企业的外部环境、企业所处行业的发展趋势及行业间的竞争状 况剖析，掌控好企业发展过程中所面临的机会与挑战。同时，本文还深 挖企业发展过程中所遇到的现实问题，特别是大众体育平台的企业的整 体组织管理、人才管理、财务管理、运营管理，从而为制定科学的、有 序的的企业战略给予必要的支撑。 基于以上的内容，并结合企业愿景、使命以及企业的发展战略目标 需求，提出了企业在未来经营的过程中尽快构建企业新战略：就是运用 互联网+思维，加强产品创新以此促进企业的可持续发展，并以免费或 较低成本建立多元化的发展思路留住用户、活跃用户，建立和运营体育 产业联盟推进企业的业务扩展；作为辅助，适时地引入融资规划和构建 品牌影响力，从而提升平台在多变的环境中的竞争优势。 与此同时，要使企业在发展的过程中实现弯道超车，就必须保证企 业战略的有效的执行，这将涉及到企业的低成本运营创新策略、全过程 控制、组织结构调整、贯彻全员参与思想等诸多方面，作为发展战略， 就必须要保障措施有力执行，以此作为企业快速成长做指引；提升大众 体育APP品牌的市场地位，不断壮大企业经营规模，实现企业长效、 稳定、有序的发展。 关键词：战略管理，大众体育APP，互联网+体育，发展战略 RESEARCH ON THE DEVELOPMENT STRATEGY OF MASS SPORTS SCIENCE AND TECHNOLOGY COMPANY ABSTRACT In recent years, China's Sports Industry is developing rapidly and great progress has been made in sports work. However, the overall scale is still small and the vitality is insufficient. Based on the rapid development of the Internet, Internet + Mass Sports are more likely to release brilliant radiance. However, the current domestic Sports Industry is facing many uncertain constraints, its development process is facing opportunities and challenges, from the market itself, from local governments, regions, more from the environment and other constraints. Therefore, the development of the sports industry must rely on specific circumstances, specific environment, specific conditions, to scientifically and orderly planning and formulation, pointing out the direction of development for enterprises. This paper takes the MASS SPORTS APP owned by Mass Sports Science and Technology Company. An enterprise in Jiangsu Province, as the research object, taking the modern strategic theory system as the cornerstone, through the use of modern management methods and means such as PEST model, Porter's Five-Force analysis model, SWOT model and QSPM quantitative analysis model to the external environment of enterprises. The development trend of the industry in which the enterprise is located and the competitive situation between the industries are analyzed, so as to control the opportunities and challenges faced by the enterprise in the process of development. At the same time, this paper also digs deep into the practical problems encountered in the development of enterprises, especially the overall organization management, talent management, financial management, operation management of MASS SPORTS PLATFORM enterprises, so as to provide necessary support for the formulation of a scientific and orderly enterprise strategy. Based on the above contents and combining with the vision and mission of the enterprise and the needs of the development strategy of the enterprise, this paper puts forward the new strategy of the enterprise as soon as possible in the course of its future operation: the use of Internet + thinking and the enhancement of product innovation so as to promote the sustainable development of the enterprise; and establish diversification with free or lower cost. The development idea retains the user, the active user; Establishes and operates the Sports Industry alliance to promote the enterprise's business expansion. As an auxiliary strategy, timely introduction of financing planning and building brand influence to enhance the platform's competitive advantage in a changing environment. At the same time, in order to make enterprises overtake in the process of development, it is necessary to ensure the effective implementation of enterprise strategy, which will involve many aspects, such as the Low cost operational innovation strategy, the control of the whole process, the adjustment of organizational structure, and the implementation of the idea of full participation. Strengthen the implementation of this as a guide for the rapid growth of enterprises; enhance the market position of the popular sports APP brand, and constantly expand the business scale of enterprises to achieve long-term, stable and orderly development of enterprises. KEY WORDS：Strategic Management, MASS SPORTS APP, Internet + Sports, Development Strategy 目 录 第一章 绪论...................................................................... 1 1.1 研究背景 ................................................................ 1 1.1.1 企业基本概况 ..................................................... 1 1.1.2 企业面临的发展困境 ............................................... 1 1.1.3 大众体育APP ...................................................... 2 1.2 研究目的和方法 .......................................................... 3 1.2.1 大众体育发展状况 ................................................. 3 1.2.2 研究目的和意义 ................................................... 3 1.2.3 研究的方法 ....................................................... 5 1.3 研究思路及基本结构 ...................................................... 5 1.4 相关战略理论 ............................................................ 6 1.4.1 PEST 分析理论 .................................................... 6 1.4.2 行业竞争分析方法 ................................................. 7 1.4.3 SWOT 分析法 ...................................................... 7 1.4.4 内部关键因素评价矩阵.............................................. 7 1.4.5 外部关键因素评价矩阵.............................................. 7 1.4.6 定量化战略计划矩阵分析法 .......................................... 7 1.4.7 企业战略资源预算分析模型 .......................................... 7 第二章 企业外部环境分析 .......................................................... 8 2.1 宏观环境分析 ............................................................ 8 2.1.1 政策 ............................................................. 9 2.1.2 经济 ............................................................ 10 2.1.3 社会 ............................................................ 12 2.1.4 技术 ............................................................ 14 2.1.5 基建 ............................................................ 14 2.2 行业竞争力结构分析 ..................................................... 15 2.2.1 现有同业之间的竞争 .............................................. 15 2.2.2 潜在进入者威胁 .................................................. 17 2.2.3 替代品的压力 .................................................... 18 2.2.4 供应商议价能力 .................................................. 19 2.2.5 购买者议价能力 .................................................. 20 第三章 企业内部条件分析 ......................................................... 23 3.1 企业定位及内部运营现状 ................................................. 23 3.1.1 企业组织架构与人力资源........................................... 24 3.1.2 企业经营管理现状 ................................................ 26 3.1.3 企业融资能力现状 ................................................ 27 3.2 企业发展存在的主