本文選題：競(jìng)爭(zhēng)策略　切入點(diǎn)：差異化策略　出處：《西北農(nóng)林科技大學(xué)》2017年碩士論文

【摘要】：服務(wù)業(yè)發(fā)達(dá)是一個(gè)繁榮國(guó)家經(jīng)濟(jì)體的基本特征。目前,主要世界發(fā)達(dá)國(guó)家已經(jīng)基本確立了以服務(wù)經(jīng)濟(jì)為主的產(chǎn)業(yè)結(jié)構(gòu)。我國(guó)服務(wù)業(yè)發(fā)展水平與世界發(fā)達(dá)經(jīng)濟(jì)體相比還有一定的差距,加快發(fā)展現(xiàn)代服務(wù)業(yè)是推進(jìn)現(xiàn)代化進(jìn)程的關(guān)鍵舉措。我國(guó)服務(wù)業(yè)發(fā)展還面臨一些新的挑戰(zhàn),存在不少問題和困難。但同時(shí)當(dāng)前服務(wù)業(yè)目前面臨的挑戰(zhàn)以及國(guó)家對(duì)現(xiàn)代服務(wù)業(yè)的大力支持也給服務(wù)業(yè)帶來了巨大的機(jī)會(huì)。在此機(jī)會(huì)下,誕生了大批的服務(wù)業(yè)的創(chuàng)業(yè)者和創(chuàng)業(yè)公司,杭州心源茶樓(以下簡(jiǎn)稱心源茶樓)就是其中之一。隨著越來越多服務(wù)性企業(yè)的出現(xiàn),服務(wù)業(yè)所存在的問題也接踵而來,很多專家學(xué)者已經(jīng)開始研究如何系統(tǒng)性地分析及解決當(dāng)前服務(wù)業(yè)存在的問題,以及如何提高服務(wù)業(yè)的整體競(jìng)爭(zhēng)能力。而本文將通過對(duì)心源茶樓的競(jìng)爭(zhēng)策略的研究來給讀者提供一個(gè)參考的案例分析。本文以理論研究為基礎(chǔ),結(jié)合大量的實(shí)際資料和筆者的工作經(jīng)驗(yàn),首先通過介紹心源茶樓發(fā)展的概況以及國(guó)家改革的影響引出心源茶樓將區(qū)域創(chuàng)新模式作為重要策略發(fā)展方向的現(xiàn)實(shí)意義。隨后將通過PEST模型和波特五力分析模型工具來對(duì)心源茶樓目前面臨的宏觀環(huán)境和行業(yè)環(huán)境進(jìn)行闡述,分析當(dāng)前環(huán)境對(duì)心源茶樓可能產(chǎn)生的影響;隨后將通過價(jià)值鏈分析和核心競(jìng)爭(zhēng)力分析來尋找心源茶樓所擁有的內(nèi)部資源;最后,通過SWOT模型列出心源茶樓自身的優(yōu)勢(shì)和劣勢(shì)以及所面臨的外部機(jī)遇和威脅,在此基礎(chǔ)上得出心源茶樓應(yīng)采用差異化競(jìng)爭(zhēng)策略模式,并通過一系列的內(nèi)部生產(chǎn)要素分析來為此競(jìng)爭(zhēng)策略模式的開展提供保障。通過對(duì)心源茶樓外部環(huán)境和內(nèi)部環(huán)境的分析和討論,筆者認(rèn)為心源茶樓目前雖然只營(yíng)業(yè)了不到一年,已經(jīng)形成了一定自己的競(jìng)爭(zhēng)優(yōu)勢(shì),比如創(chuàng)新的茶樓經(jīng)營(yíng)模式,高性價(jià)比的菜肴品質(zhì),以及高質(zhì)量的服務(wù)和管理層優(yōu)秀的組織管理能力等。但同時(shí)也存在一些競(jìng)爭(zhēng)劣勢(shì)比如經(jīng)營(yíng)規(guī)模和消費(fèi)人數(shù)嚴(yán)重不匹配,資金壓力較大,管理層茶樓業(yè)經(jīng)驗(yàn)欠缺,特別是營(yíng)銷經(jīng)驗(yàn)嚴(yán)重不足,以及所在商圈競(jìng)爭(zhēng)者很多和人氣不足等。針對(duì)以上心源茶樓的優(yōu)勢(shì)和劣勢(shì),采用差異化競(jìng)爭(zhēng)策略是適宜的。筆者認(rèn)為心源茶樓需要在下面方面加以改進(jìn):優(yōu)化內(nèi)部各項(xiàng)流程,加強(qiáng)人員管理,提高員工素質(zhì);同時(shí)要加強(qiáng)菜品研發(fā)能力,保持顧客的新鮮度,加強(qiáng)茶樓的信息化管理程度,最大化提升運(yùn)營(yíng)的效率。
[Abstract]:The development of services is a basic feature of a prosperous economy. The major developed countries in the world have basically established an industrial structure dominated by the service economy. Compared with the developed economies in the world, there is still a certain gap between China's service industry development level and the world's developed economies. Speeding up the development of the modern service industry is a key measure to promote the modernization process. There are many problems and difficulties. But at the same time, the current challenges facing the service industry and the country's strong support for the modern service industry have also brought enormous opportunities to the service industry. A large number of entrepreneurs and startups in the service industry have been born, among which Xinyuan Tea House in Hangzhou is one of them. With the emergence of more and more service enterprises, the problems in the service industry have followed one after another. Many experts and scholars have begun to study how to systematically analyze and solve the problems existing in the current service industry. And how to improve the overall competitiveness of the service industry. And this paper will provide a reference case study for readers through the study of the competition strategy of Xinyuan Tea House. Combining with a lot of practical data and the author's working experience, By introducing the general situation of Xinyuan teahouse development and the influence of national reform, this paper introduces the practical significance of Xinyuan teahouse taking regional innovation mode as an important strategy development direction. Then, it will use PEST model and Porter's five-force analysis model. Tools to explain the macro environment and the industry environment that Xinyuan Tea House is facing at present. Analysis of the impact of the current environment on Xinyuan teahouse; then through the value chain analysis and core competitiveness analysis to find Xinyuan teahouse owned internal resources; finally, The advantages and disadvantages of Xinyuan teahouse and the external opportunities and threats are listed through SWOT model. On the basis of this, it is concluded that Xinyuan tea house should adopt the differentiated competition strategy model. Through the analysis and discussion of the external and internal environment of Xinyuan teahouse, the author thinks that Xinyuan teahouse has only been in operation for less than a year. Has formed its own competitive advantage, such as innovative tea business model, high-quality dishes with high performance and price ratio. But there are also some competitive disadvantages such as the serious mismatch between the scale of operation and the number of consumers, the pressure of capital, and the lack of experience in the management of the teahouse industry. Especially the serious lack of marketing experience, as well as the number of competitors in the business district and the lack of popularity, etc. In view of the advantages and disadvantages of the above Xinyuan teahouse, The author thinks that Xinyuan teahouse should be improved in the following aspects: optimize the internal flow, strengthen the management of staff, improve the quality of staff, and strengthen the ability of food research and development. Keep the freshness of the customers, strengthen the information management of the teahouse, and maximize the efficiency of operation.
【學(xué)位授予單位】：西北農(nóng)林科技大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F719.3

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