当前，中国经济发展进入新常态，倒逼各地必须加快调整产业结构、完成新 旧动能转换。在这一进程中，“双创”战略扮演着十分重要的作用，正在成为中国 经济实现高质量发展的重要抓手。为此，国家陆续出台一系列支持和鼓励创新创 业的政策，一个有利于科技企业孵化器行业发展的外部环境已经形成。然而，由 于在我国特别是内蒙古，科技企业孵化器总体上还是一个新兴行业，近几年新建 的孵化器大多经营方式相同、盈利模式相似，存在着比较严重的同质化竞争现象， 如何立足当地实际，确立新型孵化器公司发展战略，值得我们认真研究。 本文以内蒙古创客星空科技孵化器有限公司为研究对象，基于企业战略管理 的视角，研究内蒙古本土孵化器运营公司的发展战略。通过运用PEST模型、波特 五力分析模型、SWOT模型、EFE模型和VRIO模型等战略管理工具，对该公司 目前所处的宏观环境、行业环境、内部环境等进行了定性定量分析，得出当前公 司的外部环境是机遇大于威胁，公司必须要对存在的威胁足够重视，及早谋划提 前制定应对措施，否则未来可能面临的外部冲击会比较大，存在外部环境恶化的 风险；公司的内部环境是优势大于劣势，公司应从改善治理结构、完善激励体系、 打造企业文化、构建持续盈利能力等方面下功夫，不断做大做强优势资源，培育 核心竞争力。基于此，公司的发展战略应当坚持一体化扩张战略，即先横向一体 化发展，通过扩大经营规模，创造规模经济，打败细分市场同类竞争对手，再纵 向一体化扩张，将业务延伸到行业的上下游，特别是向孵化器运营服务提供商转 型；在业务竞争战略上，应当坚持差异化发展战略，逐渐培育自己的品牌产品， 形成自身独特的竞争优势和鲜明特色。 为确保实现上述战略目标，笔者提出六项具体推进措施，包括继续争取国家 政策扶持或补贴、搭建更为便捷的投融资服务平台、逐步打开旗县区众创空间市 场、打造专家导师智库平台和人才储备基地、不断提升整合社会资源的能力、梯 次推进各个阶段战略目标的实现，努力增强公司在孵化器产业链上下游的话语权， 推动建设功能完备的孵化器公司。又提出六个方面的保障措施，包括优化组织结 构、培育企业文化、梳理管理流程、提升服务能力、完善绩效考核、加强风险防 控等，不断完善组织体系、制度体系、流程体系等，全方位、多维度保障公司发 展战略的实现。 关键词：孵化器；众创空间；发展战略；竞争战略 II Abstract At present, the economic development of China has entered into a new version, and it is imperative that all localities must speed up the adjustment of industrial structure, complete the conversion of old and new kinetic energy, and achieve the high-quality economic development. In this process, the role of “mass entrepreneurship and innovation” plays an essential role in economic transformation and growth. Thus, the state has successively issued a series of policy documents, which are used to support and encourage innovation and entrepreneurship. Moreover, in-depth implementation of reinvigorating China through talents and innovation-driven strategies are carried out. Overall, an external environment conducive to the development of technological incubator industries has taken shape. However, considering the facts that the field of technological business incubators in China are generally new and recently most of new incubators have similar management modes, single profit models and homogenization competitions, how to establish a suitable and long-term incubator based on the actual development of the region and industry deserves our studies. This paper took Inner Mongolia Chuangke Star Technology Incubator Co., Ltd. as the research object, and studied the developmental strategies of native incubators in Inner Mongolia based on the perspective of enterprise strategic management. Through the PEST model, Porter's five-force model, SWOT model, EFE model and VRIO model, the current internal and external developmental environment of this company, as well as the problems faced on the way, were qualitatively and quantitatively analyzed. In conclusion, the current external environment was the opportunity is slightly larger than the threat, where the company should pay sufficient attention to the existing threats and plan measures in advance. Otherwise, the external impacts for future operations will be relatively large, and there will be risks of deterioration of the external environment. Meanwhile, the internal environment in this company had obvious advantages and disadvantages, and the advantages are slightly larger than disadvantages, where it should work hard to improve the governing structure, improve the incentive system, build corporate culture, and build sustainable profitability, continue to expand and strengthen the superior resources, and cultivate core competitiveness.So, I think the developmental strategy of this company should adhere to the strategy of integrated III expansion, which means firstly horizontal integration and development to achieve economies of scale and defeat competitors, then vertically expansion of the supply and market sectors to the occupied industries. Upon the competitive business strategy, the differentiated development strategy should be continued. Gradually own brand of the products should be cultivated and finally own unique competitive advantages and distinctive features will be formed. To ensure the above strategic objectives, the author proposed six specific and promoted measures, including continuing to strive for national political support or subsidies, building a more convenient investment and financing service platform, gradually opening up the space market in Counties or certain area, creating an expert thinking platform and the talents reserved base. Besides, the suggestions also included the ability to continuously improve the integration of social resources, and the realization of the strategic goals in each stage, continuously enhance the company’s right to speak in the upstream and downstream through the industry chain, and promote the construction of the whole industry chain of incubators. Another six aspects of guaranteed measures were also proposed, for example optimizing organizational structure, cultivating corporate culture, sorting out managing processes, improving capabilities of service, improving the assessment of performance, strengthening prevention and control of risks, and constantly improving organizational systems, institutional system, processing system etc., in order to ensure the realization of developing strategy in the company from all aspects and multiple dimensions. Key words: Incubators;Space-creation;Developing strategy;Competitive strategy IV 目 录 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 相关理论综述 .............................................. 2 1.2.1 孵化器产业概述 ...................................... 2 1.2.2 战略管理理论综述 .................................... 5 1.3 研究内容和研究方法 ........................................ 6 1.3.1 研究内容 ............................................ 6 1.3.2 研究方法 ............................................ 7 第二章 创客星空公司外部环境分析 .................................. 8 2.1 宏观环境（PEST）分析 ...................................... 8 2.1.1 政治法律环境分析 .................................... 8 2.1.2 经济环境分析 ........................................ 9 2.1.3 社会文化环境分析 ................................... 10 2.1.4 技术环境分析 ....................................... 11 2.2 竞争环境（五力模型）分析 .................................. 11 2.2.1 潜在进入者威胁 ..................................... 12 2.2.2 现有竞争者威胁 ..................................... 13 2.2.3 供应商谈判力量 ..................................... 14 2.2.4 购买者谈判力量 ..................................... 15 2.2.5 替代者威胁 ......................................... 15 2.3 外部环境分析小结 ......................................... 16 第三章 创客星空公司内部环境分析 ................................. 18 3.1 公司概况 ................................................. 18 3.1.1 企业基本情况 ....................................... 18 3.1.2 业务发展情况 ....................................... 18 3.2 公司现有资源和能力分析 ...