【作者】 王媛媛；

【导师】 张金山；

【作者基本信息】 吉林大学 ， 工商管理硕士（专业学位）， 2018， 硕士

【摘要】 我国是世界农资消费大国,化肥行业历经五十年左右的发展,最初由国有企业进行生产和供应。自化肥生产经营市场改革开放后,从事化肥生产和流通的民营企业迅速崛起,随之而来的是我国化肥产能过剩和行业日趋激烈的竞争局面,化肥流通企业的发展已经步履维艰。近年来我国农业供给侧改革和化肥使用量宏观控制的政策出台,更是将化肥流通企业推向经营发展的瓶颈期,许多农资流通企业如何持续发展,采取何种发展战略成了企业迫在眉睫的首要问题。同时,中央一号文件对现代农业发展的聚焦和推进,以及实行乡村经济振兴的战略。在化肥流通行业发展困难重重时期,中央一号文件释放的信号为农资企业带来了一定利好机遇。本文研究对象吉农农资公司是传统的小规模的化肥流通企业,面临外部激烈的行业竞争和国家农业行业宏观的调控,加之企业内部问题,导致企业持续发展困难并产生了经营风险。此种情况下企业如何挖掘自身资源,发挥自身优势,如何取得在同行业中的一席之地并保持竞争优势,这些问题都涉及到企业亟待解决的发展战略问题。本文从农资流通企业发展战略转型升级的迫切需求出发,对吉农农资公司的发展现状和问题进行了描述,对企业面临的外部机会和威胁以及内部的优势和劣势进行了系统分析,进而提出了企业转型升级的发展战略和战略实施的保障措施。首先,通过对吉农农资公司的发展现状的描述,提出了企业目前发展存在的问题并进行了原因分析。其次,运用了PEST分析模型,从政治环境、经济环境、社会环境和技术环境四方面对企业的外部环境进行了分析,应用了EFE矩阵进行了外部因素分析评价;接下来进行了企业内部的分析,应用IFE矩阵进行了内部因素分析评价。再次,运用SWOT分析模型,对企业的外部机会和威胁、内部优势和劣势进行分析,并通过综合企业的机会、威胁、优势和劣势形成了SO增长型战略、ST多种经营战略、WO扭转型战略、WT防御型战略四种战略,以供企业进行战略选择或战略组合。最后,通过企业战略的目标的阐述,选取了SO增长型战略、ST多种经营战略和WO扭转型战略三种战略组合,提出了具体战略选项,并从企业运营管理、企业文化、人力资源和营销等方面制定了具体的保障措施。通过本文的分析和研究,以期对吉农农资公司的发展战略起到指导作用,进而使企业能够充分发挥自身优势,突破经营瓶颈,实现企业持续发展。同时也为同类型的农资流通企业的发展战略提供借鉴。更多还原

【Abstract】 China is a large country of agricultural resources consumption in the world.The chemical fertilizer industry has been developing for about 50 years.At first,the production and supply of chemical fertilizer industry was carried out by state-owned enterprises.Since reform and opening up of chemical fertilizer production and operation market,private enterprises were engaged in chemical fertilizer production and circulation has risen rapidly,followed by the overcapacity of chemical fertilizer and the increasingly fierce competition in the industry,the development of chemical fertilizer circulation enterprises has been difficult.In recent years,the policy of agricultural supply-side reform and macro control of fertilizer usage in China has pushed fertilizer circulation enterprises to the bottleneck period of management and development.How do many agricultural distribution enterprises continue to develop and what kind of development strategy should be adopted have become the most urgent problem for enterprises.At the same time,the No.1 document of the Central Committee focuses on and promotes the development of modern agriculture,and implements the strategy of revitalizing the rural economy.In the difficult period of the development of fertilizer circulation industry,the signal released by the No.1 Central Document of the Communist Party of China has brought certain positive opportunities for agricultural enterprises.The research objects of this paper are the traditional small-scale chemical fertilizer circulation enterprises,which are faced with the external fierce industry competition and macro-control of the national agricultural industry,as well as the internal problems of the enterprises.It leads to the difficulties of sustainable development of enterprises and the production of operational risks.In this case,problems such as how to tap their own resources,give play to their own advantages,how to obtain a place in the same industry and maintain their competitive advantage are related to the development strategy of enterprises to be solved.Based on the urgent need of the strategic transformation and upgrading of agricultural capital circulation enterprises,this paper describes the present situation and problems of the development of agricultural enterprises.This paper systematically analyzes the external opportunities and threats as well as the internal strengths and weaknesses of the enterprises,and then puts forward the development strategy of the transformation and upgrading of enterprises and the measures to ensure the implementation of the strategies.First of all,through the description of the current situation of the development of the agricultural company,the author puts forward the existing problems in the development of enterprises and analyzes the reasons.Secondly,PEST analysis model is used to analyze the external environment of the enterprises from four aspects: political environment,economic environment,social environment and technological environment,and the external factors are analyzed and evaluated by using the EFE matrix.Then the internal analysis of the enterprise is carried out,and the internal factors are analyzed and evaluated by using the IFE matrix.Thirdly,using the SWOT analysis model,the paper analyzes the external opportunities and threats,internal strengths and weaknesses of enterprises.And SO growth strategy is formed through the opportunities,threats,strengths and weaknesses of the integrated enterprises,ST diversification strategy,WO twist strategy,WT defensive strategy are formed for enterprises to choose or strategic combination.Finally,through the enterprise strategy goal elaboration,the author has selected three kinds of strategic combination including the SO growth type strategy,the ST diversification strategy and the WO reversal type strategy,proposed concrete strategic option,and formulated specific protection measures from enterprise operation and management,corporate culture,human resources and marketing and other aspects.We hope the analysis and research in this paper play a guiding role in the development strategy of the agricultural and financial companies,and then make the enterprises to give full play to their own advantages,break through the operating bottlenecks,and realize the sustainable development of enterprises.At the same time,it also provides reference for the development strategy of the same type of agricultural distribution enterprises.更多还原