數字經濟背景下的傳統水產品貿易企業戰略轉型研究 —以上海滬澤水產有限公司為例

Abstract

進入新時期，數位經濟成為時代主流，不僅提供多種現代技術，還能夠與傳統產業融合，甚至顛覆傳統產業發展，成為社會經濟發展的新引擎。傳統水產品貿易則是我國貿易領域中的優勢產業，向全球出口多樣水產品，也會引入部分國家優質的水產品。隨著國際貿易形勢的轉變，從事傳統水產品貿易企業面臨著諸多阻礙，需要嘗試引入數位經濟，破除傳統水產品貿易企業的發展障礙。 基於此，本文圍繞數位經濟背景下的傳統水產品貿易企業戰略轉型進行研究，並選擇以上海滬澤水產有限公司作為案例，在開展研究的過程中採取文獻資料法、案例分析法、數理統計法等多種方式，通過對數位經濟背景下的傳統水產品貿易企業環境進行分析，得出上海滬澤水產有限公司EFE總分為2.75、IFE總分2.925，雖然能夠維持公司運營，但並不足以實現更好地發展。 現階段，上海滬澤水產有限公司以成本領先戰略為主要戰略部署，但存在產品同質化嚴重、客戶定位存在偏差、貿易管道比較單一、合作商相對有限等一系列問題，經過QSPM分析，得出差異化戰略總分最高，達到6.275分，應鼓勵上海滬澤水產有限公司進行戰略轉型，嘗試引入差異化戰略，注重產品差異化、定位差異化、管道差異化以及合作差異化，並從資金、人才、技術、服務等維度給予充分保障，以此為傳統水產品貿易企業轉型提供參考。

In the new era, the digital economy has become the mainstream of the times, not only providing various modern technologies, but also being able to integrate with traditional industries, and even subvert the development of traditional industries, becoming a new engine for social and economic development. Traditional aquatic product trade is an advantageous industry in China's trade field, exporting diverse aquatic products to the world and introducing high-quality aquatic products from some countries. With the changing international trade situation, traditional aquatic product trading enterprises are facing many obstacles and need to try to introduce the digital economy to break down the development barriers of traditional aquatic product trading enterprises. Based on this, this article focuses on the strategic transformation of traditional aquatic product trading enterprises from the perspective of the digital economy, and selects Shanghai Huze Aquatic Products Co., Ltd. as a case study. In the process of conducting the research, various methods such as literature review, case analysis, and mathematical statistics are adopted to analyze the environment of traditional aquatic product trading enterprises from the perspective of the digital economy. The EFE total score of Shanghai Huze Aquatic Products Co., Ltd. is 2.75, and the IFE total score is 2.925. Although it can maintain the operation of the company, it is not enough to achieve better development. At present, Shanghai Huze Aquatic Products Co., Ltd. mainly adopts the cost leadership strategy as its strategic deployment, but there are a series of problems such as serious product homogenization, deviation in customer positioning, relatively single trade channels, and relatively limited partners. After QSPM analysis, it was found that the total score of differentiation strategy is the highest, reaching 6.275 points. Shanghai Huze Aquatic Products Co., Ltd. should be encouraged to carry out strategic transformation, try to introduce differentiation strategy, focus on product differentiation, positioning differentiation, channel differentiation, and cooperation differentiation, and provide sufficient guarantees from the dimensions of funds, talents, technology, services, etc., in order to provide reference for the transformation of traditional aquatic product trading enterprises.