随着全球经济的不景气，中美贸易摩擦加大，外贸行业竞争加剧，及国内原材料和劳动力成本 不断上升，对单一以出口为主的流通型外贸公司带来十分严峻的考验。C公司作为一家传统外贸流 通型企业，仅靠供应商提供产品，没有自己核心产品和生产基地，又面临效益增长缓慢，销售额下 滑、利润被压缩的困境，是C外贸公司目前急需考虑和解决的问题。对C外贸公司的战略转型进行 案例研究，提出相关的解决方案，并为我国众多的中小型外贸公司的转型提供借鉴和参考，有利于 促进我国中小型外贸企业的长远发展。 本文以与中小型外贸企业的战略转型发展为研究目的，采取文献、相关理论和案例为研究基础， 通过大量查阅国内外资料文献，结合自身工作实际经验，分析C外贸公司发展所面临的外部环境、 内部环境和优势劣势、机会威胁以及行业市场竞争的情况，运用SWOT分析方法，进而找出适合公 司可持续发展的转型发展战略，为C公司的长远发展提出战略保障措施。 经研究，C公司应实施增长型战略，努力实现从单纯外贸企业向生产外贸型企业的转型、从北 美市场为主向开发新兴市场的更加均衡的市场布局转型，通过差异化的服务和富有竞争力的价格快 速拓展市常为支撑上述战略转型，C公司需要努力完善组织体系，健全组织制度，加强企业文化 建设，建立有效激励机制，构建核心团队，扩大营销力度，科学控制成本，提高自主研发能力，树 立公司品牌形象，积极开拓新兴市场，发展国外的经销商；同时公司实行差异化竞争战略，提高公 司的核心竞争力。 关键词：外贸公司，战略转型，SWOT分析，差异化竞争战略 C外贸公司战略转型研究 II ABSTRACT With the recession of global economy, the trade friction between China and the United States has increased, and the competition in foreign trade industry has intensified. At the same time the rising cost of raw materials and labor force in China has brought a very severe situation to a single export-oriented foreign trade company. As a traditional foreign trade circulation enterprise, C Company only relies on suppliers to provide products, but it has no core products and production base of its own. In addition, it is faced with the dilemma of slow growth of benefits, declining sales volume and compressed profit, which is an urgent problem for C foreign trade company to consider and solve. This paper makes a case study on the strategic transformation of C foreign Trade Company, puts forward relevant solutions, and provides reference for the transformation of many small and medium-sized foreign trade companies in China, which is conducive to promoting the long-term development of small and medium-sized foreign trade enterprises in China. In this paper it puts the strategic transformation of small and medium-sized foreign trade enterprise development as the research objective, and it takes the literature, the related theory and case as the research basis through a large number of information literature at home and abroad. Combined with their own work experience, it analyzes the C foreign trade company development which faced by the external environment, internal environment and the advantages and weaknesses, opportunities, threats and the situation of the industry market competition. Through the SWOT analysis method, and then it will find out the suitable for the company development strategy of the sustainable development of transformation, and the long-term development strategic safeguard measures of C Company. Through research, C Company should implement the growth strategy, and strive to realize the transformation from a circulated foreign trade enterprise to a production and foreign trade enterprise. It needs to make a balanced market layout from developing the North American market to developing emerging markets and rapidly expand the market through differentiated services and competitive prices. To support the strategic transformation, C company need to improve the organizational system, improve the system of organization, to strengthen the construction of enterprise culture and establish an effective incentive mechanism, to build the core team, to expand marketing, to control costs, to improve the ability of independent research, to set up the brand image, and actively develop new markets and foreign dealers. At the same time, the company implements differentiation competitive strategy to improve the 南京航空航天大学硕士学位论文 III company's core competitiveness. KEYWORDS: Foreign Trade Company, strategic transformation, SWOT analysis, differentiation competitive strategy 南京航空航天大学硕士学位论文 V 目 录 第一章 绪论 .................. 1 1.1选题背景 .......... 1 1.2研究意义 .......... 2 1.3研究目的与内容 ............................. 2 1.4研究方法与技术路线 ..................... 3 1.4.1研究方法 . 3 1.4.2技术路线 . 3 第二章 理论基础与文献综述 ..................... 5 2.1企业战略理论 .. 5 2.2企业战略转型的基本理论 ............. 6 2.2.1企业战略转型的概念 ............ 6 2.2.2企业战略转型的原因 ............ 6 2.3 PEST分析 ........ 7 2.4 五力模型分析 . 8 2.5 SWOT分析 ........ 9 2.6国内外研究综述 ........................... 10 2.6.1国外外贸转型研究综述 ...... 10 2.6.2国内外贸转型研究综述 ...... 11 2.7本章结论 ........ 12 第三章 C公司经营现状及环境分析 ........ 13 3.1 C公司基本概况及经营战略现状 .............................. 13 3.1.1 C公司概况 ........................... 13 3.1.2 C公司经营战略现状 ........... 15 3.2 C公司外部环境的PEST分析 ...... 18 3.2.1政治环境（Political Factors） ................... 18 3.2.2经济环境（Economic Factors） ..................... 18 3.2.3社会文化环境（Social Factors） ................. 20 3.2.4技术环境（Technological Factors）............ 21 3.3 C公司基于五力模型的行业环境分析 ....................... 21 3.3.1潜在的进入者 ...................... 22 3.3.2行业竞争者 .......................... 23 C外贸公司战略转型研究 VI 3.3.3买方议价能力 ...................... 24 3.3.4供应商议价能力 .................. 25 3.3.5替代品的威胁 ...................... 25 3.4 C公司内部环境分析 ................... 26 3.4.1人力资源能力分析 .............. 26 3.4.2财务能力分析 ...................... 27 3.4.3市场能力分析 ...................... 28 3.5本章结论 ........ 30 第四章C公司战略转型规划 ..................... 31 4.1战略转型定位与目标 ................... 31 4.2 C公司SWOT分析 ...................... 31 4.2.1 优势（Strengths） ........... 32 4.2.2 劣势（Weaknesses） ......... 33 4.2.3 机会（Opportunities） ... 34 4.2.4 威胁（Threats） ............... 36 4.3 C公司战略转型方案设计思路 ... 38 4.4 C公司战略转型具体方案 ........... 40 4.4.1实施纵向一体化战略 .......... 41 4.4.2实施差异化竞争战略 ........ 42 4.5本章结论 ........ 43 第五章C公司战略转型的保障措施 ......... 45 5.1构建战略转型的管理架构 ........... 45 5.1.1完善组织框架 ...................... 46 5.1.2加强企业制度和文化建设 .. 46 5.1.3建立有效激励机制 .............. 47 5.2提升核心竞争力 ........................... 48 5.2.1构建有竞争力团队 .............. 48 5.2.2扩大市场营销力度 .............. 49 5.2.3通过内外协同控制成本 ...... 50 5.2.4借助信息化网络技术 .......... 50 5.3本章结论 ........ 51 第六章 研究结论与展望 ........................... 52 6.1研究结论 ........ 52 南京航空航天大学硕士学位论文 VII 6.2不足之处与展望 ........................... 52