I 摘要 随着我国经济的稳步发展，国内鞋业的发展也得到迅速的提升，中国已经成 为世界鞋业的制造中心。但近些年，随着原材料、人工等各方面成本的上升以及 激烈的市场竞争环境，鞋企的生存环境日益严峻，迫切需要制定和实施适合企业 发展的战略规划。成都LHR女鞋公司是一家传统的女鞋企业，在国内女鞋类企业 数量不断增加的同时，企业之间的竞争也相当激烈，LHR公司急需制定出符合企 业发展的战略，以谋求企业的不断强大。 本文采用了经验总结法、网络问卷调研法、文献分析法等研究方法。采用波 特五力模型和外部因素评价矩阵（EFE）对LHR公司所处的外部环境进行了分析； 通过对企业物化能力、人力情况、财务能力、营销能力、营业收入、目标市场情 况、营销渠道情况等能力的分析，以及利用内部因素评价矩阵（IFE）进一步对LHR 公司的内部环境进行分析；随后对LHR公司的发展战略进行匹配，确定了LHR 公司在公司层的战略为加强型战略，在业务层的战略采用成本优先战略。 在战略实施方面：首先，在企业外部方面，从加大对上游环节的控制、优化 销售渠道上来实现企业的总体战略。其次，通过修正和调整公司组织结构、明晰 各部门责任分工来掌控LHR公司战略实施的效果。最后，从企业制度的规范化、 提高薪酬管理水平、优秀企业文化建设这三方面来保障发展战略的顺利实施。本 论文可以在一定程度上帮助传统女鞋企业制定公司的发展战略。 关键词：女鞋公司，竞争战略，战略匹配，成本领先战略，加强型战略 ABSTRACT II ABSTRACT With the steady development of China's economy, the domestic footwear industry has also been rapidly upgraded in the development, and become the manufacturing center of the world footwear industry. However, with the rising cost of raw materials, labor and other aspects for the past few years, and the fierce market competition environment, the shoe company's living environment is increasingly severe, thus, there is an urgent need to formulate and implement strategic plans suitable for enterprise development. Chengdu LHR Women's Shoes Company is a traditional women's shoes company. With the increasing number of the domestic women's shoes companies, the competition among them is getting fierce. Hence LHR Company is in dire need of setting strategies that meet their own development to seek the continuous growth of enterprises. In this paper, empirical summary method, network questionnaire survey method, document refining method and other research methods are adopted, and the external environment of LHR company is analyzed using Port Five Force Model and External Factor Evaluation Matrix (EFE) Through the analysis of enterprise physicalization capacity, human situation, financial capacity, marketing capacity, operating income, target market situation, marketing channel situation, etc., and using the internal factor evaluation matrix (IFE) to further analyze the internal environment of LHR company, then the development strategy of LHR company is matched, and the strategy of LHR company is determined in the company level to strengthen the strategy, and the business tier adopts the cost priority strategy. In terms of strategy implementation: firstly, in terms of the external aspects of the company, the overall strategy should be realized from increasing the control of the upstream links and the optimization of the sales channels. Secondly, the validity of the strategy implemented by the LHR company is controlled by amending and adjusting the organizational structure of the company and clarifying various departments’ responsibilities so as to control the effect of LHR Company's strategy implementation. Lastly, the development strategy is ensured a smooth implementation from below three aspects: the corporate system’s standardization, improvement of salary management, and construction of excellent corporate culture. ABSTRACT III This paper hopes to help traditional women's shoe companies to formulate their development strategies to a certain extent. Keywords: women's shoes company, competitive strategy, strategy matching, cost leading strategy, enhancement strategy 目 录 IV 目 录 第一章 绪论 .................................................................................................................... 1 1.1 选题背景 ............................................................................................................ 1 1.2 研究目的和意义 ................................................................................................ 2 1.3 研究思路和方法 ................................................................................................ 2 1.4文献综述 ............................................................................................................ 3 1.4.1国外研究综述 ........................................................................................... 3 1.4.2国内研究综述 ........................................................................................... 3 1.5 理论基础 ............................................................................................................ 4 1.5.1企业战略定义 ........................................................................................... 4 1.5.2企业战略管理理论发展阶段 ................................................................... 5 1.6 研究工具 ............................................................................................................ 7 1.6.1波特五力模型 ........................................................................................... 7 1.6.2战略分类 ................................................................................................... 7 第二章 LHR公司外部环境分析 ................................................................................. 10 2.1 宏观环境分析 .................................................................................................. 10 2.1.1 政治环境与法律环境分析 .................................................................... 10 2.1.2 经济环境分析 ......................................................................................... 11 2.1.3 社会文化及人口环境分析 .................................................................... 13 2.1.4 技术环境分析 ........................................................................................ 14 2.2 微观环境分析 .................................................................................................. 15 2.2.1 女鞋欧亿·体育（中国）有限公司环境分析 ................................................................................ 15 2.2.2 女鞋欧亿·体育（中国）有限公司发展趋势分析 ........................................................................ 19 2.2.3 LHR公司波特五力竞争模型分析 ........................................................ 21 2.3 外部因素评价矩阵（EFE） .......................................................................... 22 2.3.1 LHR公司外部因素评价矩阵操作步骤 ................................................ 23 2.3.2 LHR公司外部因素评价矩阵分析结果 ................................................ 23 2.4 本章小结 .......................................................................................................... 24 第三章 LHR公司内部环境分析 ................................................................................. 25 3.1 LHR公司的基本情况 ..................................................................................... 25 3.2 公司的内部资源分析 ...................................................................................... 25 目 录 V 3.2.1 物化资源分析 ........................................................................................ 25 3.2.2 人力资源分析 ........................................................................................ 26 3.2.3 财务资源分析 ........................................................................................ 26 3.3 LHR公司的企业能力分析 ............................................................................. 26 3.3.1 企业管理运营能力分析 ........................................................................ 27 3.3.2 企业营销能力分析 ................................................................................ 27 3.4 内部因素评价矩阵（IFE） ............................................................................ 30 3.4.1