“互联网+”大形势的来临，使得中国广告行业正在发生着翻天覆地的变化。广 告传播环境及受众媒介接触习惯的改变、广告展示形式与内容的千变万化以及客户传 播需求的不断提升，都使得身处其中的广告公司不得不积极应对或是未雨绸缪。处在 行业领导地位的跨国大型广告公司，在这样的巨变中更是被推上了风口浪尖，接受着 最为严峻的考验。 本文以这样的大环境为前提，以北京DT公司为切入口，运用PEST分析模型，对 公司所处的外部环境进行了详尽的研究与分析。认为其所处的外部环境相当严峻，竞 争态势异常激烈，而“互联网+”所提供的技术环境与其所引发的一系列变化也造就 了难得的市场机遇。接下来，通过对北京DT公司内部优势与劣势的分析，厘清了其 现阶段所掌握的资源以及阻碍发展的短板。 进一步通过SWOT分析，认为战略变革对于北京DT公司来说势在必行，公司需要 进行企业战略的重新定位、选择与实施。其战略变革的目标就是要应对日新月异的广 告行业竞争趋势，在现有业绩的基础上，谋求更大的发展，继续在中国广告行业前列 站稳脚跟。基于以上的分析结果，得出战略备选方案，经过方案评估确定公司的战略 选择为WO扭转型战略。 在扭转型战略的基础上，利用“平衡计分卡”的四个战略评估维度设计了内部员 工调研问卷，并通过SPSS软件进行了统计分析。最终将调研结果所指向的四大战略 维度作为北京DT公司战略施策的规划方向。 结合战略规划方向和公司实际情况，认为应从拓展业务范围、升级业务能力、提 升运营效率和人才培养激励四个方面进行具体的战略施策。通过一系列切实可行的实 施方案，应对“互联网+”的冲击，巩固公司在广告行业的地位。 本文通过对跨国大型广告公司实体的经营环境及战略变革进行了系统性研究,建 立起一套相对完善、可行的广告公司经营情况分析框架，有利于将广告公司的实际运 作方式与经验进行理论性的提升与总结，也为广告行业及其他广告公司的研究和实践 提供了参考和范例。 关键字：“互联网+”；北京DT公司；广告行业；企业战略；变革 III Abstract The "Internet +" has turn the world upside down in China's advertising industry. The change of advertising communication environment and audience's media contact habits, the ever-changing form and content of advertising display, and the continuous improvement of clients' communication needs all make the advertising companies in it have to actively respond to or take precautions. In such a drastic change, the leading multinational advertising companies have been pushed to the forefront of the wave and are facing the most severe test. In this paper, based on the premise of such a large environment, Beijing DT Company as the entry point, using PEST analysis model, the company's external environment is studied and analyzed in detail. The external environment is quite severe and the competition is fierce. The technological environment provided by the Internet plus has created a rare market opportunity for the series of changes. Next, through the analysis of the internal advantages and disadvantages of Beijing DT Company, it clarifies the resources it has at this stage and the weaknesses that hinder its development. Through SWOT analysis, it is concluded that strategic change is imperative for Beijing DT Company, and the company needs to relocate, select and implement its corporate strategy. The goal of its strategic change is to cope with the ever-changing competition trend of the advertising industry, to seek greater development based on the existing performance, and to continue to stand firmly in the forefront of the Chinese advertising industry. Based on the above analysis results, the strategic alternatives are obtained, and the company's strategic choice is determined to be WO strategy after the evaluation of the alternatives. On the basis of the WO strategy, using the four strategic evaluation dimensions of "Balanced Score Card", this paper designs the internal staff survey questionnaire, and makes statistical analysis through SPSS software. Finally, the four strategic dimensions pointed out by the research results are taken as the planning direction of strategic implementation of Beijing DT Company. Combined with the direction of strategic planning and the actual situation of the company, it is considered that the specific strategic measures should be taken from four aspects: expanding business scope, upgrading business capacity, improving operation efficiency and personnel training and incentive. Through a series of practical IV implementation plans, we should deal with the impact of "Internet +" and consolidate the position of the company in the advertising industry. This paper makes a systematic study on the business environment and strategic change of the entities of large transnational advertising companies, The establishment of a relatively perfect and feasible framework for analyzing the operation of advertising companies is conducive to the theoretical promotion and summary of the actual operation mode and experience of advertising companies, and also provides a reference and example for the research and practice of advertising industry and other advertising companies. KEYWORDS: "Internet +"; Beijing DT company; Advertising industry; Corporate strategy; Change. V 目 录 摘 要 ...... I Abstract ... Ⅲ 第一章 绪 论 ......................... 1 1.1 研究背景及意义 ......... 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 国外研究现状 ... 3 1.2.2 国内研究现状 ... 4 1.2.3 简要评述 ........... 5 1.3 研究的思路与方法 ..... 6 1.3.1 研究思路 ........... 6 1.3.2 研究方法 ........... 7 1.3.3 研究内容 ........... 7 1.4 论文的创新点 ............. 8 第二章 基本理论及相关概念界定 ...................... 9 2.1 “互联网+”概念阐述 .... 9 2.2 企业战略管理理论概述 ............................ 9 2.2.1 企业战略 ........... 9 2.2.2 战略管理 ......... 10 2.2.3 战略管理过程 . 10 2.2.4 战略变革 ......... 11 2.2.5 PEST分析模型 11 2.2.6 SWOT分析模型 ............................. 11 2.2.7 平衡计分卡 ..... 12 2.3 其它理论及概念 ....... 13 第三章 “互联网+”背景下北京DT公司内外环境分析 ............... 15 3.1 北京DT公司背景及现有战略 ............... 15 3.1.1 北京DT公司背景 ......................... 15 VI 3.1.2 北京DT公司发展现状 ................. 15 3.1.3 北京DT公司现有战略及问题 ..... 15 3.2 “互联网+”背景下北京DT公司外部环境分析 ..................... 16 3.2.1 政治环境（Political Factors） ...... 16 3.2.2 经济环境（Economic Factors） ... 18 3.2.3 社会环境（Social and Cultural Factors） ................... 22 3.2.4 技术环境（Technological Factors） ........................... 29 3.3 “互联网+”背景下北京DT公司内部环境分析 ..................... 30 3.3.1 北京DT公司优势 ......................... 30 3.3.2 北京DT公司劣势 ......................... 33 第四章 北京DT公司经营战略选择 .................. 37 4.1 “互联网+”背景下北京DT公司SWOT分析........................ 37 4.2 北京DT公司经营战略变革目标 ........... 38 4.3 北京DT公司经营战略变革备选方案 ... 38 4.3.1 SO战略 ............ 39 4.3.2 WO战略 .......... 39 4.3.3 ST战略 ............ 39 4.3.4 WT战略 ........... 40 4.4 北京DT公司经营战略选择 ................... 40 4.4.1 北京DT公司经营战略选择 ......... 40 4.4.2 北京DT公司选定经营战略描述 . 41 第五章 北京DT公司内部调研分析及战略规划方向 ..................... 43 5.1 调研问卷设计 ........... 43 5.2 调研问卷结果分析 ... 43 5.3 北京DT公司经营战略规划方向 ........... 51 第六章 北京DT公司经营战略变革实施 .......... 53 6.1 以平衡计分卡为基础的战略变革实施 .. 53 6.2 拓展业务范围 ........... 53 6.2.1 增加业务经营范围 ........................ 53 6.2.2 协助客户海外拓展 ........................ 54 6.3 升级业务能力 ........... 54 6.3.1 核心业务能力提升 ........................ 54 6.3.2 完善整合数据营销体系 ................ 55 6.4 提升运营效率 ........... 56 VII 6.4.1 整合业务功能 . 56 6.4.2 营造支持变革的文化 .................... 57 6.5 人才培养激励 ........... 58 6.5.1 多元化培训 ..... 58 6.5.2 奖惩分明的人事制度 .................... 60 6.6 本章小结 ................... 60 第七章 结论与展望 ............. 61 7.1 结论 ........................... 61 7.2 不足与展望 ............... 61