I 摘要 经济发展一直是社会发展关注的重点、热点，随着 2018 年中美贸易摩擦带来的影 响，我国目前及未来的经济发展更是成为了当下的一个热点问题。而零售业向来是经济 发展最直接的表现与反映。本文研究了江西国光商业连锁公司，一家三四线城市的区域 性连锁零售企业目前的经营状况及未来发展战略的规划。 主要研究内容为，介绍了研究的背景和意义；总结了国内外关于企业战略研究的现 状；介绍了企业战略、企业战略管理、零售业发展、零售业业态发展方面的理论成果； 并运用 PEST、SWOT 分析等战略分析方法，深入剖析了企业的内外环境及所面临的优 势、劣势、机遇和威胁。 在此基础上，深入国光在吉安市的市场进行战略研究，通过问卷调查、企业内部调 研的方式进行研究，根据目前国光的现状，结合国光的企业愿景、使命和战略目标，提 出了国光未来的发展战略规划，认为其战略目标是稳固赣南地区，夯实周边县市，拓展 赣北地区，并力争到 2025 年将江西市场做大做强后稳步扩张到省外城市，2030 年进入 全国连锁零售业前十强。为实现上述战略目标，提出国光相应的公司战略与职能战 略，产品多元化战略、市场多元化战略、采购战略、市场营销战略以及人力资源管理战 略。希望可以运用理论的方法为国光未来的发展战略提供一个参考方向，也可以为全 省乃至全国的三四线城市的同类型商业连锁企业在发展战略的制定上提供一个新的案 例及借鉴。 关键词，国光商业连锁；企业发展战略；环境分析；SWOT 分析Abstract II Abstract Economic development has always been the focus and hot issue of social development. With the deepening of Sino-US trade frictions in 2018, China's current and future economic development has become a hot issue. The retail industry has always been the most direct manifestation and response of economic development. This paper studies the current operating situation and future development strategy of Jiangxi Guoguang Commercial Chain Company, a regional chain retail enterprise in a third or fourth-tier city. The main research contents are as follows: introducing the background and significance of the research; summarizing the current situation of the research on enterprise strategy at home and abroad; introducing the theoretical achievements of enterprise strategy, enterprise strategic management, retail development and retail development; and using strategic analysis methods such as PEST and SWOT analysis, deeply analyzing the internal and external environment of the enterprise and the advantages it faces. Advantages, disadvantages, opportunities and threats. On this basis, the paper makes a strategic study of Guoguang's market in Ji'an city, conducts a research through questionnaire survey and internal investigation. According to the current situation of Guoguang, and combines the vision, mission and strategic objectives of Guoguang's enterprises, it puts forward the future development strategic plan of Guoguang. The strategic goal is to stabilize the southern Jiangxi region, consolidate the surrounding counties and cities, and expand the northern Jiangxi region. And strive to expand the Jiangxi market steadily to cities outside the province by 2025, and enter the top ten of the national chain retail industry by 2030. In order to achieve the above strategic objectives, the corresponding strategic measures of Guoguang are put forward: product diversification strategy, market diversification strategy, procurement strategy, marketing strategy and human resources management strategy.It is hoped that it can not only guide the development of Guoguang in theory, but also provide experience and methods for other similar enterprises in formulating development strategies. Key Words: GUOGUANG commercial chain company; Enterprise Development Strategy; environmental analysis ;SWOT analysis method目录 III 目录 第 1 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................................................. 1 1.2 国内外研究现状 ................................................ 2 1.2.1 国外研究现状............................................. 2 1.2.2 国内研究现状............................................. 2 1.2.3 文献综述................................................. 4 1.3 研究内容和研究方法 ............................................ 5 1.3.1 研究内容................................................. 5 1.3.2 研究方法................................................. 5 第 2 章 相关概念与理论基础............................................. 7 2.1 企业战略管理相关理论 .......................................... 7 2.1.1 企业战略及企业战略管理................................... 7 2.1.2 企业战略的层次........................................... 7 2.2 零售业发展战略理论 ............................................ 8 2.3 零售企业业态演化理论 .......................................... 9 2.4 战略分析方法 ................................................. 10 2.4.1 PEST 分析法 ............................................. 10 2.4.2 波特五力模型............................................ 10 2.4.3 SWOT 分析法 ............................................. 11 第 3 章 江西国光发展现状.............................................. 12 3.1 江西国光概况 .................................................. 12 3.1.1 国光简介................................................ 12 3.1.2 国光组织结构............................................ 12 3.1.3 国光经营现状............................................ 13 3.2 江西国光现行发展战略执行效果调研 .............................. 15 3.2.1 调研方法................................................ 15 3.2.2 问卷设计................................................ 15 3.2.3 数据分析................................................ 16 3.2.4 国光公司存在的问题及原因分析............................ 17 第 4 章 江西国光内外部环境分析........................................ 19 4.1 基于 PEST 模型的宏观环境分析 ................................... 19目录 IV 4.1.1 政策环境因素............................................ 19 4.1.2 经济环境因素............................................ 19 4.1.3 社会环境因素............................................ 20 4.1.4 技术环境因素............................................ 21 4.2 国光 SOWT 分析 ................................................. 21 4.2.1 优势分析................................................ 21 4.2.2 劣势分析................................................ 22 4.2.3 机遇分析................................................ 23 4.2.4 威胁分析................................................ 24 4.2.5 SWOT 矩阵 ............................................... 25 第 5 章 江西国光发展战略的选择与实施.................................. 26 5.1 江西国光发展战略的选择......................................... 26 5.2 江西国光发展战略的实施......................................... 26 5.2.1 多元化战略.............................................. 26 5.2.2 采购战略................................................ 28 5.2.3 市场营销战略............................................ 28 5.2.4 人力资源管理战略........................................ 29 第 6 章 江西国光发展战略的保障措施.................................... 31 6.1 优化组织结构 .................................................. 31 6.2 加强企业文化建设 .............................................. 31 6.3 提升供应链智能水平 ............................................ 32 6.4 提升市场分析能力 .............................................. 32 结 论................................................................ 34