在低成本且较多优惠政策的条件下，传统型外资企业尚能通过寻找代工厂进行
加工贸易获得利润。近年，西方国家对伊朗实施贸易制裁，同时我国生产型企业原
材料和劳动力成本不断上升，使得在中国从事贸易经营的企业出现经营难以为继的
局面，不少仅做伊朗市场进出口的外资企业关停或者破产，其可持续发展成为一大
难题，转型升级势在必行
随着国家“一带一路”战略的确定与全面推进，我国对外贸易进入了一个新的阶
段，国家的支持和市场的开放给在中国的伊朗外资企业也带来了新的生机和挑战，
要想在危机与商机并存的罅隙中取得生存并发展，企业领导者必须做出长远的发展
战略计划。本文以广州市 A 伊朗贸易公司为研究对象，通过分析此贸易公司现存的
问题和机遇，帮助其寻求贸易升级的发展道路，提出相应的战略发展的措施
本文在详细阐述国内外相关文献、相关战略概念和理论的基础上，采用文献研
究方法和参与式研究法，使得理论与实践相结合，通过分析不同战略的属性，利用
PEST、SWOT 分析工具对广州市 A 伊朗贸易公司的内外部环境进行了详细分析，
推论 A 公司适合的发展战略路线。最后，提出公司应该坚持多元化的经营，选择集
中化战略下的差异集中战略作为企业的竞争战略方案，明确了公司发展的方向，并
提出了规范制度、打造专业队伍、树立品牌、绩效考核四个方面的使战略得到有效
的保障
本文期望通过对公司层战略和竞争战略的研究，提出适合 A 公司实际情况的战
略，实施可持续发展，并且为我国其他公司战略的选择提供一定的借鉴和指导
关键词：一带一路，伊朗贸易公司，发展战略广东工业大学硕士学位论文
II
ABSTRACT
Since the opening of the economy, attracting a large number of foreign-funded
enterprises stationed, which are generally adopted the traditional mode of operation for
the fixedinquiry, orders, processing, exportmodel. In this model, the uses are only
some of the advantages of location, cost advantages and export policy advantages,
according to overseas inquiries in the domestic passive search for the corresponding
product, or looking for OEM processing plant, that is, OEM model, although the
operation of this mode of operation is simple, but this business model led to business in
the sales and technology are in a very passive position, once the external environment
problems will cause a huge blow to the enterprise.
In the low-cost and more preferential policies in the environment, foreign
companies looking for foundries for processing trade is still able to get meager profits. In
recent years, the western countries on Iran&39;s trade policy continued to tighten, China&39;s
production enterprises raw materials and labor costs continue to rise, Iranian enterprises &39;
sustainable development has become a big difficult, many Iranian foreign-funded
enterprises semi-stoppage or bankruptcy situation. Transformation and upgrading is
imperative.
With the national the Belt and Road strategy，China foreign trade has entered a
new stage, the country&39;s support and market openness to the Chinese enterprises in China
also ushered in a new life, for survival and development, we must develop a sustainable
development strategy for enterprises. This paper takes Guangzhou City A Iranian trading
company as the research object, and analyzes the existing problems, opportunities and
challenges of this trading company to help them find the development path of trade
promotion and put forward some suggestions on how to develop the strategy.
On the basis of elaborating relevant literatures and related concepts and theories at
home and abroad, this paper uses the method of literature research and practice to
describe the attributes of different strategies, and uses PEST and SWOT analysis theory
to analyze A company, the internal and external environment, inference for A company&39;s
development strategy. Then, the company should select the centralized strategy as a
competitive strategy. Finally， put forward a clear company development direction,
standardize the system, build professional team, establish brand, performance appraisal
four aspects to make it effective protection measures.
This paper hopes to study the competitive strategy of the company, put forward theABSTRACT
III
competitive strategy which is suitable for the actual situation of the company, implement
the sustainable development, and provide some reference and guidance for the choice of
the competitive strategy of other companies in our country.
Key Words: the Belt and Road, Iranian trading company, development strategy广东工业大学硕士学位论文
IV
目 录
摘要...........I
ABSTRACT ......... II
目 录........IV
CONTENTS .......VII
第一章 绪论...........1
1.1 研究背景及研究意义...........1
1.1.1 研究背景 ...........1
1.1.2 研究意义 ...........2
1.2 研究内容 ......3
1.3 研究思路及研究方法...........3
1.4 本文的创新之处 .......3
第二章 理论基础及文献综述.......5
2.1 文献综述 ......5
2.1.1 国外相关研究 ...5
2.1.2 国内相关研究 ...6
2.1.3 相关文献评论 ...7
2.2 “一带一路”的基本概述 ........8
2.3 公司层战略理论概述...........9
2.3.1 公司层发展战略的涵义 ...........9
2.3.2 公司层发展战略的类型 .........10
2.4 竞争战略理论概述.12
2.4.1 成本领先战略 .12
2.4.2 差异化战略 .....13
2.4.3 集中化战略 .....14
第三章 广州市 A 伊朗贸易公司经营环境分析.16
3.1 A 公司内部发展环境分析..16
3.1.1 A 公司的基本介绍.......16
3.1.2 A 公司的人员结构.......17目 录
V
3.1.3 A 公司的管理模式.......18
3.1.4 A 公司的经营状况.......19
3.2 A 公司外部发展环境分析..........
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