【作者】 刘丽；

【导师】 马丽娜；

【作者基本信息】 吉林大学 ， 工商管理硕士（专业学位）， 2024， 硕士

【摘要】 随着中国经济的快速发展,城乡居民收入水平不断提高,人们群众的食品安全意识不断增强,消费水平逐步提高。市场对优质、值得信赖、有品牌特色的农产品需求逐年增长,对个性化、高品质消费的需求强劲。在2020年召开的中央经济工作会议提出,坚持以农业供给侧结构性改革为主线,促进高质量农业发展,扩大绿色优质农产品的供给规模,大力推动农产品加工业的标准化生产、打造过硬品牌、建立质量和安全监管体系,创建一批有特色、优质安全的农产品品牌。吉林省LNF有限公司成立于2016年9月,注册地位于吉林省白山市靖宇县大北山村,注册资金1500万元,公司主营业务为道地中药材种植加工、健康农特产品加工、农产品流通物流等。公司现有员工182人,根据业务需要下设:行政综合部、人力资源部、业务运营部、信息管理部、技术部、法律咨询部、财务资产部7个部门,是一家以绿色农产品加工为主营业务的企业。本论文以该公司为研究对象,经过实地调研和与企业高层及中层骨干访谈,总结出企业目前存在的主要问题有:产品系列品种比较单一、品牌市场驱动力较弱、缺少核心技术和管理人才、企业现金流不足等,为其深入剖析原因主要在于创新产品不足、品牌建设能力欠缺、人力资源管理水平较低、对外融资能力较差等方面。本论文在对国内外主要企业战略管理理论的梳理和总结及采用文献研究、案例研究、调查分析等方法的基础上,运用PEST、波特五力模型、SWOT、外部因素评价矩阵(EFE)、内部因素评价矩阵(IFE)、QSPM定量分析矩阵等分析工具,深入分析企业所处的外部和内部环境,并分析同行业竞争对手,在企业产品质量优、运输物流优势、原产地化、政策扶持等方面的优势下,结合本行业的特点,得出企业目前应采取增长型战略(SO)中的密集增长型战略,具体包括:市场渗透战略、市场开发战略、产品开发战略。同时从信息化建设方面、组织机构方面、技术创新与研发方面、优化产品和服务等方面为企业量身制定了战略实施的初期阶段目标与中长期目标。最后从组织架构、企业文化建设、人力资源、财务资源四个方面提出企业实施发展战略应采取的各方面保障措施。基于上述研究得出结论,吉林省LNF有限公司目前所面临的外部及内部环境是十分有利于企业发展的,企业应紧紧抓住外部机遇,利用自身优势,保证公司迅速发展的良好势头;企业发展战略的制定应以市场环境和企业自身条件为本,实施的保障措施要确实能够保证战略目标的实现。希望通过本文的研究,能够为本企业的健康发展提供战略性的指导,同时也为同类企业发展战略的制定提供有价值的参考借鉴。更多还原

【Abstract】 With the rapid development of the Chinese economy,the income level of urban and rural residents continues to increase,people’s awareness of food safety continues to strengthen,and their consumption level gradually improves.The market’s demand for high-quality,trustworthy,and branded agricultural products has been increasing year by year,with a strong demand for personalized and high-quality consumption.At the Central Economic Work Conference held in 2020,it was proposed to adhere to the main line of agricultural supply side structural reform,promote the development of high-quality agriculture,increase the supply of green and high-quality agricultural products,vigorously promote standardized production of agricultural product processing industry,build strong brands,establish a quality and safety supervision system,and create a group of distinctive,high-quality and safe agricultural product brands.Jilin LNF Co.,Ltd.was established in September 2016,with its registered address in Dabeishan Village,Jingyu County,Baishan City,Jilin Province,and a registered capital of 15 million yuan.The company’s main business is the cultivation and processing of authentic Chinese medicinal materials,the processing of healthy agricultural specialty products,and the circulation and logistics of agricultural products.The company currently has 182 employees and is divided into 7departments according to business needs: Administrative and Comprehensive Department,Human Resources Department,Business Operations Department,Information Management Department,Technology Department,Legal Consulting Department,and Financial Assets Department.It is an enterprise mainly engaged in green agricultural product processing.This thesis takes the company as the research object,after the field research and interviews with the enterprise senior and middlelevel backbone,summarizes the main problems of the enterprise at present: the product series varieties are relatively single,the brand market driving force is weak,the lack of core technology and management personnel,the enterprise cash flow is insufficient,etc.,and analyzes the reasons for its in-depth analysis mainly lies in the insufficiency of innovative products,the brand building ability lacks,and the level of human resource management is low,Poor ability of external financing,etc.This paper takes Jilin LNF Co.,Ltd.,an enterprise mainly engaged in green agricultural product processing,as the research object.The main problems it currently faces are: relatively single product series,weak brand market driving force,lack of core technology and management talents,insufficient cash flow in the enterprise,etc.The main reasons are insufficient independent innovation ability,lack of professional operation team,and low level of human resource management Poor external financing,etc.Based on the sorting and summary of the strategic management theories of major domestic and foreign enterprises,using methods such as literature research,case studies,and survey analysis,using analytical tools such as PEST,Porter’s Five Forces Model,SWOT,External Factor Evaluation Matrix(EFE),Internal Factor Evaluation Matrix(IFE),and QSPM quantitative analysis matrix,this study deeply analyzes the external and internal environment in which the enterprise operates,while analyzing competitors in the same industry.With the advantages of enterprise product quality,transportation and logistics,origination,and policy support,combined with the characteristics of this industry,it is concluded that the enterprise should now adopt the intensive growth strategy in the growth-oriented strategy(SO),which includes: market penetration strategy,market development strategy,and product development strategy.At the same time,the initial and medium-and longterm goals for the implementation of the strategy are tailor-made for the enterprise in terms of information technology construction,organization,technological innovation and research and development,and optimization of products and services.Finally,it puts forward the safeguard measures to be taken by the enterprise to implement the development strategy from the aspects of organizational structure,enterprise culture construction,human resources and financial resources.Based on the above research,it can be concluded that the external and internal environment that LNF Company in Jilin Province is currently facing is very conducive to its development.Enterprises should seize external opportunities,utilize their own advantages,and ensure a good momentum for rapid development of the company;The formulation of enterprise development strategies should be based on the market environment and the conditions of the enterprise itself,and the implementation of safeguard measures should truly ensure the achievement of strategic goals.I hope that through this study,we can provide strategic guidance for the healthy development of our enterprise,and also provide valuable reference for the formulation of development strategies for similar enterprises.更多还原