我国乳制品行业正处于发展阶段，如今，伴随着我国乳业的飞速发展和壮大， 整个行业的相关产品结构也产生了翻天覆地的变化，现在的乳业已经是规模化、 多样化、一体化的食品制造加工行业，拥有着各种高科技设备。随着乳制品的市 场逐步扩大，中国目前已经成为了世界上乳制品消耗最大的国家。但是行业产业 链并不成熟。食品安全事件频发也不断挑动着消费者的神经。近年来，我国乳制 品的消耗在逐步增长，但整体的消费市场和规模还不够。其中主要有两个原因， 一方面是，在中国很多人还没有喝乳制品的习惯，很多地区也没有食用乳制品的 风俗。另一方面，中国很多的农村地区还没有开放，受限于经济发展原因，仍然 有很多人没有能力消费乳制品。因此，养成乳制品的食用习惯还需要相当长的一 段时间。呼伦贝尔SQ公司，是一家中外合资的乳制品生产企业，坐落于呼伦贝尔 大草原天然草场，拥有得天独厚的生产资源优势，主要经营液态奶、干乳制品等 业务。以科技创新为主要亮点的该企业也同样具备竞争力十足的技术优势。但是 奶源的不可控，企业管理制度的不健全、员工向心力凝聚力不足以及国内消费者 乳制品文化欠缺，且对国内乳制品企业信心不足等问题，深深的困扰着该企业。 本文以呼伦贝尔SQ公司为研究案例，主要采用了PEST分析和战略五力模型 分析SQ的外部宏观环境以及行业竞争环境，根据分析总结出SQ公司在乳品行业 的机会和威胁。在研究总结之后，通过SWOT分析，挑选出四种可供选择的方案并 进行了比较。最后，本文结合公司的实际发展状况，决定选择集中化竞争战略， 并从五个层面去制定相关的策略去保障其战略能够有效实行，分别是企业文化、 组织结构、人力资源、融资决策、信息技术五个方面。 本文最终选择了集中化竞争战略去帮助SQ公司在乳制品市场取得竞争优势。 对SQ公司在同业竞争中，实现更全面、更深入的发展具有一定的参考价值，对于 同类行业也具有一定借鉴意义。 关键词：呼伦贝尔SQ公司，乳制品生产，集中化战略 II Abstract China's dairy industry is in the development stage. Today, with the rapid development and growth of China's dairy industry, the related product structure of the entire industry has also undergone earth-shaking changes. The current dairy industry is already a large-scale, diversified and integrated food manufacturing The processing industry has various high-tech equipment. With the gradual expansion of the dairy product market, China has now become the world's largest consumer of dairy products. But the industry chain is not mature. The frequent occurrence of food safety incidents also constantly stirs consumers' nerves. In recent years, the consumption of dairy products in China has gradually increased, but the overall consumer market and scale are not enough. There are two main reasons for this. On the one hand, many people in China do not have the habit of drinking dairy products, and many regions do not have the custom of eating dairy products. On the other hand, many rural areas in China have not yet been opened up. Due to economic development, many people still cannot afford dairy products. Therefore, it takes a long time to develop the eating habits of dairy products. Hulunbel SQ Company is a sino-foreign joint venture dairy production company. It is located in the natural grassland of Hulunbel Prairie. It has unique advantages in production resources. It mainly deals in liquid milk and dry dairy products. The company with technological innovation as its main bright spot also has a competitive technological advantage. However, the uncontrollable milk source, inadequate corporate management system, insufficient cohesion of employees' centripetal force, lack of domestic consumer dairy culture, and insufficient confidence in domestic dairy companies, etc., deeply troubled the enterprise. This article takes Hulunbel SQ Company as a research case, mainly adopts PEST analysis and strategic five-force model to analyze the external macro environment and industry competition environment of SQ, and summarizes the opportunities and threats of SQ company in the dairy industry according to the analysis. After the research summary, through SWOT analysis, four alternatives were selected and compared. Finally, this article combined with the actual development of the company, decided to choose a centralized competitive strategy, and from five levels to formulate relevant III strategies to ensure that the strategy can be effectively implemented, respectively, corporate culture, organizational structure, human resources, financing decisions, information Five aspects of technology. This article finally chose a centralized competitive strategy to help SQ Company gain a competitive advantage in the dairy market. It has certain reference value for SQ company to achieve more comprehensive and deeper development in the same industry competition, and also has certain reference significance for similar industries. Key words: Hulunbel SQ Company, Dairy production, Dentralized strategy IV 目 录 第一章 绪论 ........................................................ 1 1.1 研究背景 ..................................................... 1 1.2 研究目的及意义 ............................................... 2 1.2.1 研究目的 ............................................... 2 1.2.2 研究意义 ............................................... 2 1.3 理论综述 ..................................................... 3 1.3.1 战略管理理论 ........................................... 3 1.3.2 相关文献 ............................................... 5 1.4 战略管理相关分析工具 ......................................... 6 1.4.1 PEST分析模型 ........................................... 6 1.4.2 波特五力分析模型 ....................................... 7 1.4.3 SWOT分析 ............................................... 8 1.5 研究方法与内容 ............................................... 9 1.5.1 研究方法 ............................................... 9 1.5.2 研究内容 ............................................... 9 第二章 呼伦贝尔SQ公司发展历程及现状分析 .......................... 12 2.1 呼伦贝尔SQ公司发展历程及现状 ............................... 12 2.2 呼伦贝尔SQ公司乳制品业务发展历程及现状 ..................... 13 2.3 呼伦贝尔SQ公司乳制品业务战略困惑 ........................... 13 2.3.1 奶源供应量和质量不可控 ................................ 13 2.3.2 SQ公司无法处理好乳制品管理体系的问题 .................. 14 2.3.3 进口乳制品对SQ公司产品冲击加大 ....................... 14 2.3.3 融资压力大 ............................................ 15 2.3.4 公司管理制度不成熟 .................................... 16 2.3.5 公司发展战略不清 ...................................... 16 第三章 呼伦贝尔SQ公司乳制品业务外部环境分析 ...................... 17 3.1 PEST分析 .................................................... 17 3.1.1 政治因素 .............................................. 17 3.1.2 经济因素 .............................................. 19 V 3.1.3 社会文化因素 .......................................... 22 3.1.4 技术因素 .............................................. 23 3.2 竞争环境分析 ................................................ 24 3.2.1 潜在竞争对手的威胁 .................................... 24 3.2.2 现有竞争者的威胁 ...................................... 25 3.2.3 替代品的威胁 .......................................... 28 3.2.4 供应商讨价还价的能力 .................................. 30 3.2.5 购买者议价能力 ........................................ 30 3.3 SQ公司乳制品业务机遇威胁分析 ................................ 31 3.3.1 机遇分析 .............................................. 31 3.3.2 威胁分析 .............................................. 32 第四章 呼伦贝尔SQ公司内部环境分析 ................................ 34 4.1 呼伦贝尔SQ公司内部资源 ..................................... 34 4.1.1 人力资源 .............................................. 34 4.1.2 原料资源 .............................................. 35 4.1.3 固定资产资源 .......................................... 36 4.1.4 品牌资源 .............................................. 36 4.1.5 政府资源 .............................................. 37 4.2 能力分析 .................................................... 37 4.2.1 技术能力 .............................................. 37 4.2.3 市场拓展能力 .......................................... 37 4.2.4 生产能力 ...