企业创业是近年来的热门话题,随着国家政策对创业的鼓励和支持,越来越 多的中小创业者投身到创新创业中去,然而面对外界环境的变化以及中小企业的 内部缺陷,创业型中小企业大都面临创业转型诸多困境。如何解决创业型中小企 业转型发展问题,是急需研究的问题。 本文在阐述了中小企业创业转型特征及困境的基础上,分析了商业机会来源、 类型、识别、评价和利用,重点研宄了创业型中小企业转型的商业机会,转型动 因、路径选择及风险控制等问题;分析了生存型与机会型机会在识别、评价和开 发中的差异;针对创业型中小企业抗风险能力弱的特点,指出转型的路径选择上 更应该注意转型风险的防范和转型策略的选择。 通过对创业型中小企业转型关注点、商业机会管理与转型管理的相关性的分 析,揭示了商业机会管理与创业型中小企业转型之间的密切关系。从商业机会管 理的视角,建立了基于商业机会管理的创业型中小企业转型管理框架,重点就企 业转型过程中多元化与专业化战略选择的矛盾、资源有限的情况下生存与发展的 矛盾、中小企业抗风险能力弱与转型高风险的矛盾进行了分析。提出了通过组合 不同类型的商业机会,引入商业实验,按商业机会识别、评价和利用的路线对企 业转型方向的选择、转型路径确认和转型实施的全过程进行管理的方法,达到降 低企业转型风险,提高企业转型成功率的目的。 同时本文选取了一个历经“转型决策、转型实施和转型修正”全过程的创业 型中小企业作为典型案例,通过对企业现状、发展历程以及转型问题的分析,从 多元化与专业化战略选择、生存型与机会型商业机会的取舍、商业机会的实验、 商业机会管理机制的建立等方面,对企业转型实践活动进行了论述。最后借助 SWOT分析和AHP方法建立了企业平衡计分卡,实现了企业转型绩效的量化评 估,通过企业历年的转型绩效的综合得分对比,验证了创业型中小企业转型框架 的理论。 最后通过研宄本文有如下结论: (1)创业型中小企业转型的前期应采用多元化战略提高商业机会的识别率, 在验证转型所实施的商业机会后,应采用专业化战略提高企业竞争力。 (2)处于转型期的创业型中小企业可以同时开发生存型商业机会和机会型商 业机会的方式来降低转型的风险。 I硕士学位论文 MASTER ' STHESIS (3)通过建立商业机会管理机制,引入商业实验,并使用企业平衡计分卡进 行转型绩效评估和反馈,可以增加企业转型的成功率。 (4)不同欧亿·体育（中国）有限公司或处于不同生命周期阶段的中小企业,应采取不同的商业机会 管理策略,来实现转型战略、转型方向和转型风险的控制。 关键词:中小企业;企业创业;企业转型;商业机会管理;转型管理框架 II碩士学位论文 MASTER ＊ STHESIS Abstract Businessventureisahottopicinrecentyears,andwiththeencouragementand supportofnationalpoliciesforstartingupbusiness,thereareanincreasingnumberof smallandmedium-sizedentrepreneursengagingininnovativeentrepreneurship. However,inthefaceofchangesoftheexternalenvironmentandinternaldefectsof smallandmedium-sizedenterprises,mostentrepreneurialsmallandmedium-sized enterprisesenterprisesarefacingmanydifficultiesinentrepreneurshiptransformation. Howtosolvetheproblemoftransformationanddevelopmentofentrepreneurialsmall andmedium-sizedenterprisesisanurgentproblemtobestudied. Basedonthedescriptionofthecharacteristicsanddifficultiesofthe entrepreneurialtransformationofsmallandmedium-sizedenterprises,thispaper analyzesthesources,types,identification,evaluationandutilizationofbusiness opportunities,andfocusesonthestudyofthebusinessopportunities,transformation motivation,pathselectionandriskcontroloftheentrepreneurialtransformationof smallandmedium-sizedenterprises;andanalysesthedifferencesbetween survival-typeandopportunity-typebusinessopportunitiesinidentification,evaluation anddevelopment;intheselectionoftransformationpath,enterprisesshouldpaymore attentiontothepreventionoftransformationrisksandthechoiceoftransformation strategiesbasedonthecharacteristicsofweakanti-riskabilityofsmalland medium-sizedenterprises. Thispaperuncoversthecloserelationbetweenbusinessopportunitymanagement andtheentrepreneurialsmallandmedium-sizedenterprisestransformationbycarrying outanalysisonthecorrelationofentrepreneurialsmallandmedium-sizedenterprises transformationfocusaswellasbusinessopportunitymanagementwithtransformation management.Fromtheperspectiveofbusinessopportunitymanagement,thispaper establishestransformationmanagementframeworkforentrepreneurialsmalland medium-sizedenterprises,andemphaticallyanalyzesthecontradictionbetween survivalanddevelopment,theweakanti-riskabilityofsmallandmedium-sized enterprisesandhighriskoftransformationundertheconflictofstrategicchoiceof diversificationandspecializationandlimitedresourcesintheprocessofenterprise transformation.Moreover,thispaperproposesthemanagementmethodforthewhole m/pi|\颂士学位论文MASTER'STHESIS processofselectingenterprisetransformationdirection,transformationpath confirmationandtransformationimplementationaccordingtotherouteof identification,evaluationandutilizationofbusinessopportunitiesthroughcombining differenttypesofbusinessopportunitiesandintroducingcommercialexperimentsto realizethepurposeofreducingenterprisetransformationriskandincreasingsuccess rateofenterprisetransformation. Atthesametime,thispaperchoosesanentrepreneurialsmallandmedium-sized enterprisewhichhasgonethroughthewholeprocessof“transformation decision-making,transformationimplementationandtransformationmodification”asa typicalcase.Throughtheanalysisonthecurrentsituation,developmentprocessand transformationproblemsoftheenterprise,andfromaspectsofdiversifiedand professionalstrategicchoice,thechoiceofsurvival-typeandopportunity-typebusiness opportunities,experimentofbusinessopportunities,andtheestablishmentofbusiness opportunitymanagementmechanism,thispaperconductsdiscussionontheenterprise transformationpracticeactivities. Intheend,byutilizingtheSWOTanalysisandtheAHPmethod,thispapersets upanenterprisebalancedscorecard,realizingthequantitativeevaluationofthe enterprise'stransformationperformance.Inadditiontothat,throughcomparingthe comprehensivescoresofthetransformationperformanceoftheenterpriseoverthe years,thispaperverifiesthetheoryofthetransformationframeworkofthe entrepreneurialsmallandmedium-sizedenterprises. Finally,thispaperobtainsthefollowingconclusionsthroughresearches: (1)Intheearlystageofthetransformationofentrepreneurialsmalland medium-sizedenterprises,theyshouldadoptdiversifiedstrategiestoimprovethe recognitionrateofbusinessopportunities.Afterverifyingthebusinessopportunities implementedduetothetransformation,professionalstrategiesshouldbeappliedto increasetheenterprisescompetitiveness. (2)Entrepreneurialsmallandmedium-sizedenterpriseswhichareintheprocess oftransformationcandevelopsurvival-typebusinessopportunitiesand opportunity-typebusinessopportunitiessimultaneouslytoreducetheriskof transformation. (3)Establishingabusinessopportunitymanagementmechanismandintroducing IV碩士学位论文 MQplMASTER'STHESIS businessexperimentsaswellasenterprisebalancedscorecardstocarryout transformationperformanceevaluationandfeedbackcanincreasethesuccessrateof enterprisetransformation. (4)Smallandmedium-sizedenterprisesindifferentindustriesorindifferent lifecyclestagesshouldadoptdifferentbusinessopportunitymanagementstrategiesto achievethecontroloftransformationstrategy,transformationdirectionand transformationrisk. Keyword:Smallandmedium-sizedenterprises;Enterpriseentrepreneurship; Enterprisetransformation;Businessopportunitymanagement;Transitionmanagement framework v、硕士学位论文jjMASTER'STHFSIS 目录 摘要I AbstractIll 1绪论1 1.1研宄背景及意义 1 1.2国内外研宄文献综述 1 1.2.1商业机会的研宄综述 1 1.2.2企业转型的研宄综述 3 1.3研究方法和技术路线 5 1.3.1研宄方法 5 1.3.2技术路线 7 1.4论文结构8 1.5本文的创新点 8 2贼基础理论 10 2.1中小企业理论 10 2.1.1社会分工论 10 2.1.2竞争优势理论 10 2.1.3价值链理论 10 2.2企业转型理论 11 2.2.1企业成长理论 11 2.2.2危机管理和可持续成长理论 11 2.2.3企业创新和战略转换理论 12 2.3商业机会理论 13 2.3.1蒂蒙斯创业理论 13 2.3.2战略管理理论 13 3创业型中小企业商业机会及转型分析 14 3.1商业机会的来源和类型 14 3.1.1商业机会的来源 14 3.1.2商业机会的类型 14 3.2商业机会的识别 15/p||\頌士学位论文MASTER'STHESIS 3.2.1商业机会识别的影响因素 15 3.2.2商业机会的识别方法 15 3.3商业机会评价与利用 16 3.3.1商业机会评价 16 3.3.2商业机会的利用 17 3.4中小企业创业转型特征与困境 17 3.4.1中小企业创业特征 17 3.4.2中小企业创业转型困境 18 3.5创业型中小企业转型动因 19 3.5.1转型的外部动因 19 3.5.2转型的内部动因 20 3.6创业型中小企业转型关注的重点 20 3.6.1创业型中小企业转型的方向