摘要
H集团成立于2009年3月,是山东省最具成长性的畜牧企业之一,主要从事
畜禽养殖、饲料生产、食品加工销售等业务,目前拥有分(子)公司35家、其中
饲料公司15家。2011年集团饲料业务产销量达到56万吨,同比增长115%,稳居
全省十强之列。

后金融危机时代,中国饲料养殖欧亿·体育（中国）有限公司正在上演产业结构剧烈调整和规模化进
程迅猛加速的大戏。在欧亿·体育（中国）有限公司同质化竞争加剧、成本上涨压力凸显和大企业主导作
用加强的大环境下,H集团饲料业务在运营管理上面临诸多挑战,亟需分析、设
计、论证适合自身发展的竞争战略。本文对H集团饲料业务的外部环境和内部条
件进行分析,结合饲料养殖欧亿·体育（中国）有限公司的特点,探讨了业务应该执行的竞争战略及实施
方案。

H集团饲料业务面临的机会主要表现在国民经济持续快速发展、欧亿·体育（中国）有限公司受国家产
业政策支持、畜牧生产持续快速发展、刚性需求较快增长和市场整合空间较大等
方面,威胁主要是原材料供需矛盾加剧、总体生产成本趋升、土地和环保因素的
制约、欧亿·体育（中国）有限公司竞争残酷、优秀人才相对短缺等方面。业务具有的优势主要在于发展
战略明确、企业文化深入人心、生产检验设备先进、稳定的优秀核心团队、上市
公司支持等方面,劣势主要在于品牌建设力度尚弱、整体产量低、核心竞争力不
明显、产品结构有待调整等。

在上述分析及综合评价的基础上,确定H集团饲料业务现阶段应当实施的竞争
战略为:基于成本控制的差异化竞争战略。具体到操作层面,即通过实施品牌战
略、提尚产品质量和优化产品组合实现产品差异化,通过完善服务体系、构建差
异优势实现服务差异化,通过投资布局规模化、原料价格最低化、配方调整实时
化和产业链延伸闭合化实现低成本,通过开拓管控渠道、灵活多样促销实现营销
策略改进。

为了确保战略有效实施,制定了支持性保障措施:一是强化研发创新能力,
提高核心竞争能力;二是加强人力资源管理,构建合理的专业化人才结构;三是
细化深耕企业文化,确保文化宣贯落地;四是健全管理信息系统,成立战略领导
机构、建设信息管理平台。

论文的研究,不仅有助于构建H集团饲料业务的核心竞争力,对H集团现阶
段的战略发展起到一定推动作用,对类似饲料养殖企业的战略实施也有较强借鉴
意义。

关键词:饲料竞争战略差异化低成本
ABSTRACT
H Group which has engaged in livestock and poultry breeding, feed production,
food processing and sales, and so on, was founded in March, 2009,it has been one of
the most growth potential enterprise in Shandong Province. At present it has 35
subsidiaries, in which there are 15 Feed mills. Production and sales of H Group's feed
business in 2011 reached 560,000 tons, an increase of 115%,ranking the province's top
10 list.
In the post-financial crisis era, the industry of feed aquaculture of China has been
adjusted severely in its industry structure, and the large-scale of this industry has been
accelerated rapidly. H Group has to face many challenges in this environment that the
intensified competition of industry homogenization, the increased cost-pressure and
strengthen the leading role of large enterprises. It urgently needs to analysis, design, and
demonstrate competitive strategy for its own development. This paper analyses the
external environment and internal station of H Group's feed business, and discussed the
competitive strategy and implementation plan combined with the character of this
business.
The opportunities of H Feed have mainly been sustained and rapid development in
the national economy, domestic demand's steady growth, the support of the national
industrial policy, rapid development of livestock production, faster growth of the rigid
demand, the huge space of the market integration, and so on. The main threat is the
increasing contradiction between supply and demand of raw materials, the rising cost of
overall production, land and environmental factors,brutal competition in the industry,
the relative shortage of outstanding talent and so on. The main advantage is that a clear
business development strategy, deeply-rooted corporate culture, advanced production
and testing equipment, stable core of an excellent team, listed companies' support, etc.
The disadvantage is that the disadvantage is that the main brand building efforts is still
weak, the overall yield is low, core competitiveness is not obvious,the product mix to
be adjusted etc.
On the basis of the above analysis and comprehensive evaluation to determine the
competitive strategy of the H Group feed business at this stage is the differentiation
competitive strategy based on cost control. Specific to the operational level is to achieve
product differentiation through the implementation of brand strategy, improve product
quality and optimize the product mix; through the improvement of the service system
and build differentiated advantage to achieve service differentiation; through Investment
layout of large-scale, the lowest price of raw materials, real-time of the formula's
adjustment and the closure of the industrial chain's extension to achieve low-cost; to
improve the marketing measure by exploiting and controlling channel, flexible
promotion.
Matching support safeguards are developed to ensure the effective operation of the
strategy. First, to strengthen research and innovation capability, enhance the core
competitiveness; second is to strengthen human resources management, to construct a
reasonable professional personnel structure; the third is to refine and deeply plow the
corporate culture to ensure that the culture's publicizing and implementation; the forth
is the sound management of information systems,the establishment of strategic lead
agency and the construction of information management platform.
This thesis, not only helps to build the core competitiveness of the H Group feed
business, to play a certain role in promoting the strategic development of the H Group at
this stage, but also has a certain reference to the implementation of the strategy in the
similar forage breeding companies.
Key words: Feed, Competitive Strategy, Differentiation, Low-cost