随着我国经济高速稳定增长以及文艺院团体制改革的不断深入，我国文化产 业进入了一个蓬勃发展阶段。“十三五”之后，国家从战略层面强调了文化产业 的重要性，指出文化产业要在2020年成为国民经济支柱性产业。2013年3月， 呼和浩特市政府为响应国家《关于深化国有文艺院团改革的若干意见》的文件精 神，成立呼和浩特民族演艺集团有限公司，主要经营舞台艺术作品创作、文艺表 演、文化活动策划、剧场及舞台设备租赁等业务。为了更好地适应不断变化的经 营环境，应对激烈的市场竞争，呼和浩特民族演艺集团必须顺应市场发展，不断 完善企业管理机制，优化资源配置，制定符合企业实际情况的发展战略。 本文主要采用案例分析、访谈和调查研究法，从呼和浩特民族演艺集团有限 公司转企改制的实际情况出发，以发展战略为理论基础，运用PEST理论分析、 波特五力模型和SWOT矩阵，从外部环境和内部环境两个维度分析出企业的优势 及劣势，以及面临的机会和威胁，结合企业发展愿景明确企业总体战略，进而制 定战略实施及保障措施。通过研究，本文认为呼和浩特民族演艺集团发展战略要 立足于剧目创作，通过持续不断推出舞台艺术精品剧目，形成独特的企业品牌， 同时横向拓展剧场经营、艺术培训及旅游驻场演出业务，从而使公司业务向多元 化发展。 近几年已有部分针对演艺企业发展战略的相关研究，但是大部分以旅游演艺 企业为主，而且内蒙古自治区范围内相关案例较少，因此本文对呼和浩特民族演 艺集团进行研究，一方面能够在结合“十三五”发展规划，丰富文化演艺行业相 关研究，另一方面还可以为转企改制的文艺院团和同行业演艺企业的发展带来启 发，为其提供具有现实意义的借鉴与参考。 关键词：呼和浩特民族演艺集团，发展战略，演艺 II Abstract WiththerapidandsteadygrowthofChina'seconomyandthedeepeningofthe reformofthearttroupesystem,China'sculturalindustryhasenteredastageof vigorousdevelopment.Thestatehasraisedtheimportanceofculturalindustrytothe levelofnationalstrategyafterthe13thFive-YearPlan.Chinaproposesthatthecultural industryshouldbecomeapillarofthenationaleconomyby2020.Thegovernmentof Hohhotactivelyimplementedtherequirementsof Opinionsondeepeningthereformof state-ownedarttroupes in2013,sotheHohhotNationalPerformingArtsGroupco. LTDhadestablished.Itsthebusinessscopeincludesstageartcreation,artistic performance,culturaleventplanning,andtheatreandstageequipmentrentalbusiness. Inordertoadapttotheconstantlychangingoperatingenvironmentandcopewiththe fiercemarketcompetition,theHohhotNationalPerformingArtsGroupco.,LTDhas continuouslyimprovedtheenterprisemanagementmechanism,optimizedthe allocationofresources,andformulatedthedevelopmentstrategyinlinewiththeactual situationoftheenterprise. ThispaperdescribestheproblemsinthetransformationprocessoftheHohhot NationalPerformingArtsGroupco.,LTD.Basedontheanalysisoftheinternaland externalenvironment,thispapermakesapositioningfortheoveralldevelopmentof theHohhotNationalPerformingArtsGroup,andmakesalong-termplanand safeguardmeasures.ThispaperpointsoutthattheHohhotNationalPerformingArts Groupshouldcontinuouslylaunchhigh-qualitystageartplaystoformaunique corporatebrand.Atthesametime,thegroupneedstocreatenewprofitgrowthpoints byexpandingtheatrebusiness.Inrecentyears,therearesomeresearchesonthe developmentstrategiesofperformingartsenterprises,butmostofthemareonthe tourismperformingartsenterprises.Atpresent,therearefewrelatedcasesinInner Mongoliaautonomousregion,sothispaperstudiestheHohhotNationalPerforming ArtsGroup.Ontheonehand,thispapercanenrichtheresearchcontentsofthe performingartsindustryaccordingtothe13thFive-Yearplan.Ontheotherhand,this papercanalsoinspirethedevelopmentofotherrestructuredperformingarts enterprisesintheindustry.Thispaperprovidesapracticalreferenceforsimilar enterprises. Keywords:Performance,Developmentstrategy,HohhotNationalPerformanceGroup. III 目录 第一章绪论...................................................................................................................1 1.1研究背景与意义................................................................................................1 1.1.1研究背景................................................................................................1 1.1.2研究意义................................................................................................2 1.2研究思路与框架................................................................................................2 1.2.1研究思路................................................................................................2 1.2.2研究框架................................................................................................3 1.3研究方法............................................................................................................4 1.4相关理论概述....................................................................................................5 第二章发展现状概述...................................................................................................6 2.1企业发展基础....................................................................................................6 2.1.1企业概况................................................................................................6 2.1.2经营现状................................................................................................7 2.2企业发展瓶颈....................................................................................................8 2.2.1商业化程度低........................................................................................9 2.2.2运营模式单一........................................................................................9 第三章外部发展环境分析.........................................................................................11 3.1PEST分析..........................................................................................................11 3.1.1政策环境分析......................................................................................11 3.1.2经济环境分析......................................................................................12 3.1.3社会环境分析......................................................................................15 3.1.4技术环境分析......................................................................................15 3.2行业环境分析..................................................................................................16 3.2.1现有竞争者..........................................................................................16 3.2.2潜在竞争者..........................................................................................18 3.2.3替代品..................................................................................................18 3.2.4供应商..................................................................................................19 3.2.5购买者..................................................................................................19 3.3外部环境评价..................................................................................................20 第四章内部发展动力分析.........................................................................................22 IV 4.1资源分析..........................................................................................................22 4.1.1品牌资源分析......................................................................................22 4.1.2人力资源分析......................................................................................24 4.2能力分析..........................................................................................................26 4.2.1产品开发能力......................................................................................26 4.2.2资源配置能力......................................................................................27 4.3内部因素评价分析..........................................................................................29 第五章发展战略选择.................................................................................................31 5.1SWOT矩阵分析..................................................................................................31 5.1.1优势分析.............................................