当前，国内啤酒行业进入发展成熟期，基本形成了华润雪花、百威、青岛、燕京、 嘉士伯五大啤酒集团占据近80%市场份额，其他啤酒企业占据20%多 市场份额的寡头垄 断格局。珠江啤酒成立于1985年，是一家以啤酒酿造产业和啤酒文化产业“双主业”协 同发展、以啤酒配套和相关产业为辅助的现代国有企业，啤酒年产能达 220万吨，在全 国啤酒行业排名第七。随着啤酒行业集中度不断提升，珠江啤酒如何与一线啤酒品牌抗 衡，如何把握行业转型升级的机会，发挥哪些有利资源做强做大，这就需要 珠江啤酒更 加明确适合自身的竞争战略，并提出实施策略和保障措施。 本文首先通过PEST分析法和五力模型分析法，对珠江啤酒所处的宏观环境和行业 环境进行了分析，宏观环 境总体有利于啤酒企业发展，珠江啤酒所处的行业潜在进入者 威胁不大，竞争对手比较多，无论资本还是产能都比较强大，市场竞争非常激烈，消费 者和供应商的议价能力也在 加强，使珠江啤酒面临着一定的威胁。本文接着通过价值链 模型，对珠江啤酒的内部资源和能力进行深入系统地分析，总结出珠江啤酒的优势在于 领先的技术水平和工厂管理能 力、产品品质和品牌在华南区域认可度高，劣势在于营销 渠道存在短板、技术创新转化为市场推广的能力欠缺。 通过对珠江啤酒内外部环境的SWOT分析，确定珠江啤酒的核心优 势和竞争战略， 提出珠江啤酒实施高差异化的战略路线，建立“顾客价值”理念，布局和抢占中高端市场， 提高盈利能力和市场占有率，重点推进产品、服务、营销、品牌上的 差异化。 为了保障战略有效实施，本文提出了包括激发组织和员工活力、加强技术创新、推 进营销改革、优化产业结构、提升产业链价值、加强资本运作、培育企业文化等一系 列 保障措施，具有较强的针对性，有利于提升珠江啤酒的市场竞争力和话语权，保障战略 目标的实现。本文对于啤酒行业的其他企业制定竞争战略也具有一定的借鉴意义。 关键 词：竞争战略；差异化战略；PEST分析；SWOT分析；珠江啤酒 II ABSTRACT At present, the domestic beer industry has entered a mature period of development, which basically forms the five largest Brewery Group of China resources snow breweries, Budweiser , Tsingtao Beer Brewery, Yanjing Beer Group and Carlsberg, and the other beer enterprises control more than 20% of the market. Pearl River beer was established in 1985. It is a modern state-owned enterprise with beer brewing industry and beer culture industry "dual main industry", with beer matching and related industries as auxiliary. The annual capacity of beer reaches 2,200,000 tons, and is ranked seventh in the national beer industry. With the increasing concentration of the beer industry, how to balance the Pearl River beer with the first beer brand, how to grasp the opportunity of the industry transformation and upgrading, and how to make it stronger, which requires the more clear and suitable competitive strategy, and put forward the implementation strategy and safeguard measures. In this paper, firstly, through PEST analysis and five-force model analysis, the macro-environment and industry environment of Pearl River Beer are analyzed. The macro-environment is conducive to the development of beer enterprises as a whole. The potential entrants to the industry in which Pearl River Beer is located are not threatened, and there are more competitors, and both capital and capacity are relatively strong. The market competition is very fierce, the bargaining power of consumers and suppliers is also strengthened, so that Pearl River Beer is facing a certain threat.Then, through the value chain model, the internal resources and ability of Pearl River Beer are systematically analyzed, and the advantages of Pearl River beer are summarized as the leading technical level and factory management. The ability, product quality and brand recognition in Southern China area is high. The disadvantage lies in the short marketing channel and the lack of ability to transform technology into marketing. Through SWOT analysis of the internal and external environment of Pearl River Beer, the core advantages and competitive strategy of Pearl River Beer were determined. The strategic route of implementing high differentiation of Pearl River Beer was put forward, the concept of "customer value" was established, the middle and high-end markets were laid out and seized, the profitability and market share were improved, and the products, services and marketing were promoted. And brand differentiation. In order to ensure the effective implementation of the strategy, this paper puts forward a series of safeguard measures, including stimulating the vitality of organizations and employees, strengthening technological innovation, promoting marketing reform, optimizing III the industrial structure, enhancing the value of the industrial chain, strengthening capital operation, cultivating corporate culture and so on, which have strong pertinence and are conducive to the promotion of the Pearl River Beer City. Field competitiveness and discourse power ensure the realization of strategic objectives. This paper also has some reference significance for other enterprises in the beer industry to formulate competitive strategies. Key words:Competitive strategy; differentiation strategy; PEST analysis; SWOT analysis; Pearl River Beer IV 目 录 摘要 ............... I ABSTRACT ...II 第一章 绪论 .. 1 1.1 研究背景 ............................. 1 1.2 研究意义 ............................. 2 1.3 文献综述 ............................. 2 1.3.1 企业战略理论 .............. 2 1.3.2 企业竞争战略 .............. 3 1.3.3 啤 酒行业竞争研究现状 ............................. 6 1.4 研究方法和内容 ................. 7 1.4.1 研究方法 ...................... 7 1.4.2 研究内容 ...................... 7 第二章 外部环境分析 ................. 9 2.1 宏观环境分析 ..................... 9 2.1.1政治法律环境 ............... 9 2.1.2经济环境 ..................... 10 2.1.3 社会文化环境 ............ 12 2.1.4 技术环境 .................... 14 2.2 行业环境分析 ................... 15 2.2.1 啤酒行业发展 现状与趋势 ....................... 15 2.2.2 波特五力模型分析 .... 18 2.3 主要竞争对手比较 ........... 20 2.4 外部环境所带来的机会与威胁 ...................... 23 2.4.1 外部环境所带来的机会 ........................... 23 2.4.2 外部环境所带来的威胁 ........................... 23 2.5 本章小结 ........................... 23 第三章 珠江啤酒资源与能力分析 .......................... 25 3.1 资源分析 ........................... 25 V 3.1.1 产品资源 .................... 25 3.1.2 渠道和品牌资源 ........ 26 3.1.3 设备资源 .................... 27 3.1.4 财务资源 .................... 27 3.1.5 人力资源 .................... 28 3.2 能力分析 ........................... 29 3.2.1 技术创新能力 ............ 29 3.2.2生产能力 ..................... 29 3.2.3市场营销能 力 ............. 30 3.2.4供应链管理能力 ......... 31 3.2.5财务管理能力 ............. 32 3.3 核心竞争力分析 ............... 32 3.3.1 价值链分析 ................ 32 3.3.2 公司的核心竞争力分析 ........................... 34 3.4内部环境所带来的优势和劣势 ...................... 35 3.4.1 主要优势 .................... 35 3.4.2 主要劣势 .................... 35 3.5本章小结 ........................... 36 第四章 珠江啤酒战略制定 ....... 37 4.1 可能的战略选 择 ............... 37 4.1.1 SO战略选择 ............... 38 4.1.2 WO战略选择 ............. 39 4.1.3 ST战略选择 ............... 39 4.1.4 WT战略选择 .............. 40 4.2 差异化竞争战略制定 ....... 40 4.3 战略宗旨 ........................... 41 4.4 战略定位 ........................... 42 4.4.1 目标客户定 位 ............ 42 4.4.2 目标市场选择 ............ 42 4.5 战略选择 ........................... 43 VI 4.6战略目标 ........................... 44 4.7本章小结 ........................... 44 第五章 珠江啤酒战略实施保障措施 ...................... 46 5.1 激活组织和员工活力 ....... 46 5.2 发挥技术创新 ................... 47 5.3 推进营销变革 ................... 48 5.4 优化产业结构 ................... 49 5.5 提升产业链价值 ............... 50 5.6 加强财务资本 运作 ........... 51 5.7 培育企业文化 ................... 51 结 论 ............ 53。。。。。。以下内容略