新媒體時代下傳統印刷企業競爭戰略研究─以Q企業為例

Abstract

近年來，我國高度重視印刷行業發展，既鼓勵印刷行業引入數位化、智能化、資訊化生產技術，提升印刷生產質量與生產效率，又對印刷行業生態環保予以嚴格限制，要求印刷行業建立統一的綠色產品標準、認證、標識等體系。面對新要求、新形勢，傳統印刷企業既迎來了全新的發展機遇，也將面臨更為嚴峻的市場競爭，只有選擇科學合理的競爭戰略，才能從激烈的市場競爭中脫穎而出，成為印刷行業的佼佼者。對於現代企業而言，諸多企業競爭戰略已經過時，並不符合當前的外部環境發展，需要及時對競爭戰略做出調整，以此優化企業的競爭策略，讓企業在市場競爭中處於優勢地位。 基於此，本文圍繞新媒體時代下傳統印刷企業競爭戰略開展研究，選擇以Q企業作為案例，採取文獻資料法、案例分析法、數理統計法等多種方式，以戰略管理理論、4P理論作為基礎，選擇以PEST模型、五力分析模型為工具，分析Q企業所處的宏觀環境、行業環境，並利用SWOT模型總結Q企業面臨的機遇和挑戰，再進行EFE評價。同時，分析Q企業資源環境、能力環境，並利用SWOT模型總結Q企業擁有的優勢和劣勢，再進行IFE評價。根據EFE和IFE評價結果，總結現有競爭戰略中存在的不足，再利用QSPM矩陣對比成本領先戰略、差異化戰略、集中化戰略的吸引力總分，其中成本領先戰略下吸引力總分為4.95，差異化戰略下吸引力總分為6.40，集中化戰略下吸引力總分為4.725，差異化戰略吸引力總分最高，意味著Q企業結合外部機遇與挑戰、內部優勢與劣勢，最適合選擇差異化戰略，應從原本的成本領先戰略向差異化戰略進行轉型，做到產品差異化、價格差異化、管道差異化、促銷差異化。此外，為了Q企業差異化競爭戰略能夠順利實施，從資金、技術、人才、服務等提出保障策略，以此助力Q企業順利實施差異化競爭戰略。

In recent years, China has attached great importance to the development of the printing industry. It not only encourages the introduction of digital, intelligent, and information-based production technologies to improve the quality and efficiency of printing production, but also imposes strict restrictions on the ecological and environmental protection of the printing industry. It is required that the printing industry establish a unified green product standard, certification, labeling, and other systems. Faced with new requirements and new situations, traditional printing enterprises have ushered in new development opportunities and will also face more severe market competition. Only by choosing a scientific and reasonable competitive strategy can they stand out from the fierce market competition and become the leaders of the printing industry. For modern enterprises, many competitive strategies are outdated and do not conform to the current external environment development. It is necessary to make timely adjustments to the competitive strategy in order to optimize the competitive strategy of the enterprise and put it in an advantageous position in market competition. Based on this, this article conducts research on the competitive strategy of traditional printing enterprises in the new era. Using Q enterprise as a case study, various methods such as literature review, case analysis, and mathematical statistics are adopted. Based on strategic management theory and 4P theory, PEST model and Five Forces analysis model are selected as tools to analyze the macro environment and industry environment of Q enterprise. The SWOT model is used to summarize the opportunities and challenges faced by Q enterprise, and then EFE evaluation is conducted. At the same time, analyze the resource and capability environment of Q enterprise, and use the SWOT model to summarize the advantages and disadvantages of Q enterprise, and then conduct IFE evaluation. Based on the evaluation results of EFE and IFE, summarize the shortcomings of existing competitive strategies, and then use the QSPM matrix to compare the total attractiveness scores of cost leadership strategy, differentiation strategy, and concentration strategy. Among them, the total attractiveness score under cost leadership strategy is 4.95, the total attractiveness score under differentiation strategy is 6.40, and the total attractiveness score under concentration strategy is 4.725. The total attractiveness score of differentiation strategy is the highest, which means that Q enterprise is most suitable to choose differentiation strategy by combining external opportunities and challenges, internal advantages and disadvantages. It should transform from the original cost leadership strategy to differentiation strategy, achieving product differentiation, price differentiation, channel differentiation, and promotion differentiation. In addition, in order to ensure the smooth implementation of Q Company's differentiated competitive strategy, security strategies are proposed from aspects such as funding, technology, talent, and services, in order to assist Q Company in successfully implementing its differentiated competitive strategy.