本文的研究对象——瑞林培训中心是一家典型的服务型小微企
业。瑞林培训中心创办之初，致力于电脑软硬件技术以及自动化系列
课程的培训，随后先后开设了会计、英语、平面设计等系列培训项目
经过数年的发展已经在业内具有了一定的地方性口碑，品牌价值得到
了区域市场的肯定。但是企业尚没有明确的未来发展战略，这导致企
业在面临激烈的市场竞争时往往会处于弱势地位。因此，当企业没有
制定明确的发展战略时，企业就会面临危险，甚至会有破产的危机
本文以瑞林培训中心的案例分析为研究对象，通过对相关文献的
大范围阅读与整理，明确本文研究相关的概念、内涵、类别、特征等
理论基础。利用已有文献的研究成果，对影响小微企业发展战略的各
类因素进行了梳理与归纳；利用 PEST 分析方法分别对案例目标企业
——瑞林培训中心的内外部环境分析进行定性分析。结合前述定量分
析和定性分析的结果，对瑞林培训中心进行全面的 SWOT 分析，并
以此为据，提出相对应的战略目标、总体战略以及战略实施的保障措
施
本文认为，瑞林培训中心目前面临着巨大的市场机遇，内部也有
较大的竞争优势。因此，根据 SWOT 分析法可以发现，目前瑞林培
训中心应该采用增长型战略。具体来讲，应采用集中型战略中的市场
渗透战略。同时，应该在组织结构重构、员工队伍建设和内部营销、II
市场营销推广等方面制定具体的发展配套战略
关键词：服务型小微企业；发展战略；PEST 分析；SWOT 分析；案例
研究III
RESEARCH ON THE DEVELOPMENT STRATEGY
OF SERVICE-ORIENTED SMALLAND MICRO
ENTERPRISES:A CASE STUDY ON THE RUILIN
TRAINING CENTER
Chen Runkai（MBA）
Directed by Li Yuqiong
Abstract: Small and micro enterprise is the collective name of small
enterprises, micro enterprises, family workshops enterprises, individual
industrial and commercial households. It is the main channel to provide
new employments, the main platform for entrepreneurs to grow up, and
an important force of scientific and technological innovation. However,
the survival state of the small micro enterprise is not optimistic in China,
because they mostly are small and weak, especially in the tertiary industry,
the small and micro enterprises which are usually close to the market and
consumers active in the field of market where the competition is very
fierce. The understanding of the development strategic of small and micro
enterprises in our country is far from enough. Facing the increasingly
fierce market competition, those enterprises usually chose some
aggressive and bold methods to make decisions of development strategic.
However, this kind of methods can’t make clear direction of long-term
development for the enterprises. So how small micro enterprises
formulate suitable development strategy has become a realistic problem
urgently to be solved at present.
RuiLin Training Center run by the author of this paper is just a
typical service-oriented small micro enterprise. At the beginning of thisIV
training center, it is committed to series training courses of computer
hardware, software technology and automation. Then series of training
programs are set up as follow, such as accounting, English, plane design,
etc. After several years of development, it has a certain local reputation in
this industry, and its brand value obtained the affirmation of the regional
market. However, there is no clear strategy for the future development of
the RuiLin Training Center. And if a enterprise is lack of a clear
development strategy, it will be very dangerous, and even there will be a
crisis of bankruptcy, Because it will lead the enterprise to a weak position
in the market with increasingly fierce competitions.
This paper makes a case study and takes a service-oriented small and
micro enterprise-RuiLin Training Center as the research object to
investigate some issues related in its development strategy. Firstly, this
paper defines the relevant concepts, contents, categories and
characteristics through the relevant literature of the large range of reading
and sorting. Furthermore, this paper summarizes kinds of factors that
affect the development strategy of small and micro enterprises base on
the research results of the existing literature. And then, in order to provide
realistic basis to formulate the development strategy, this paper
respectively make qualitative analysis of the internal and external
environment of RuiLin Training Center by using the PEST analysis
method. Finally, combining the quantitative analysis and qualitative
analysis of the results, this paper made a comprehensive SWOT analysis,
and based on the results above; put forward the relative strategy, general
strategy and supporting measures.
As a result, this paper indicated that the RuiLin Training Center is
currently facing enormous market opportunities, and also has a greater
competitive advantage. So it should adopt a growth development strategy
by the result of SWOT analysis. In particular, it should adopt the strategyV
of market penetration in the centralized strategy. At the same time, it
should set up some specific supporting measures in in the organization
structure reconstruction, staff team building and internal marketing,
marketing and other aspects.
Keywords: Service-oriented Small and Micro Enterprises
Development Strategy PEST Analysis SWOT Analysis, Case Study目 录
摘要..I
Abstract.III
第 1 章 绪论..........1
1.1 选题背景与研究意义.....1
1.1.1 研究背景...1
1.1.2 研究意义...1
1.2 研究思路与方法.2
1.2.1 研究思路...2
1.2.2 研究方法...3
1.3 国内外研究现状.4
1.3.1 企业战略管理理论创新与前沿问题.......4
1.3.2 小微企业战略管理研究...5
1.4 主要研究内容与创新...10
1.4.1 主要研究内容.....10
1.4.2 本文的创新之处.10
第 2 章 服务型小微企业相关概念与发展现状.11
2.1 服务型小微企业的定义与特征...........11
2.1.1 服务型小微企业的定义.11
2.1.2 服务型小微企业的特征.11
2.2 我国服务型小微企业的发展现状.......13
2.2.1 行业现状.13
2.2.2 融资环境特点.....13
2.2.3 政策环境特点.....132.2.4 小微企业自身问题.........14
第 3 章 瑞林培训中心发展概况...........15
3.1 公司简介........... 15
3.2 产品及服务介绍...........15
3.2.1 平面设计、广告包装设计.........15
3.2.2 会计与财务培训.16
3.2.3 税务申报实操.....16
3.2.4 其他特色课程.....16
3.3 机构特色........... 17
3.4 瑞林培训中心发展现状与问题分析...17
3.4.1 瑞林培训中心发展现状分析.....17
第 4 章 瑞林培训中心内外部环境分析...........25
4.1 外部宏观环境分析.......25
4.1.1 政治法律环境.....25
4.1.2 经济环境.25
4.1.3 社会环境.26
4.1.4 技术环境.26
4.2 行业竞争环境分析.......27
4.2.1 潜在竞争者进入能力较弱.........28
4.2.2 供应商议价能力较强.....28
4.2.3 行业内现有竞争者竞争能力较强.........29
4.2.4 购买者的议价能力较高.29
4.2.5 替代品威胁较弱.29
4.3 企业内部环境分析.......304.3.1 组织结构与人力资源分析.........30
4.3.2 企业管理能力.....31
4.3.3 教学服务能力.....31
4.3.4 营销能力.32
4.3.5 教学品牌分析.....32
4.3.6 企业文化分析.....32
4.4 主要竞争对手分析.......33
第 5 章 瑞林培训中心发展战略选择与实施...39
5.1 瑞林培训中心的企业使命与发展目标...........39
5.1.1 企业使命.39
5.1.2 发展目标.39
5.2 瑞林培训中心的发展战略选择...........39
5.2.1 SWOT 分析定位图..........39
5.2.2 具体战略选择.....40
5.3 瑞林培训中心发展战略动态组合.......41
5.4 瑞林培训中心发展战略实施...42
5.4.1 组织结构的重构.42
5.4.2 员工队伍建设和内部营销.........43
5.4.3 实施市场营销推广策略.44
第 6 章 结论....... 47
6.1 研究结论........... 47
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