目 录
一、 我国中小家电企业的现状分析·····································1
（一）、外部环境现状·············································1
1、差别待遇导致中小企业融资环境长期得不到有效改善··················1
2、缺乏社会化服务体系······················1
（二）、自身存在的问题·············································1
二、 我国中小家电企业的战略环境分析································2
（一）、优势分析S（strength）·······································2
1、产业配套优势··························2
2、人力资源方面···············································2
（二）、劣势分析W（weakness）·······································2
1、资金短缺 融资困难······················2
2、创新能力不强················································2
3、出口品牌实力弱，盈利能力低··································2
（三）、外部机会O（opportunity）····································2
（四）、外部威胁T（threat）··········································3
三、 中小家电企业的发展战略目标···································3
（一）、运动状态支持目标···········································3
1、政府扶持到位·················································3
2、社会服务到位················································4
3、融资服务中介人到位··········································4
（二）、运行结果目标···············································4
（三）、运行的社会效益目标·······································4
四、 我国中小家电企业的战略选择····································5
（一）、中小企业的发展阶段·······································5
（二）、中小企业发展阶段的战略选择·································5
1、创业阶段的战略选择··········································5
2、成长阶段的战略选择···········································6
3、成熟阶段的战略选择···········································7
4、衰退阶段的战略选择···········································8
五、 中小家电企业战略实施··········································9
（一）、战略实施前的评价···········································9
1、对战略方案进行审视··········································9
2、战略方案的评价标准··········································10
（二）、战略实施的支持系统·······································10
1、信息支持系统···············································11
2、资源支持系统···············································11
（三）、战略资源的分配·····················11
六、 对我国中小家电企业发展战略的建议·····························12
（一）、改进管理制度和企业文化···································12
（二）、争取得到国家的支持，坚持与大型企业共同发展················12
（三）、系统解决中小企业贷款难对策·······························12
1、政府选定部分商业银行作为实施扶持中小企业的政策平台··········13
2、中小企业加强诚信建设········································13
（四）、中小企业要发展必须加强经营管理···························13
参考文献··························································14
致 谢····························································15
内 容 摘 要
企业战略之所以重要是因为它要解决影响组织未来发展的最重要、最基本的问题，越来越多的中小家电企业开始重视对企业发展战略的建立，如果中小家电企业在战略目标的制定和执行中出现失误，则必然会导致中小家电企业发展受阻甚至将企业引致消亡，我国中小家电企业由于受到多种因素的影响，其发展面临着空前的困难，其思想观念、技术装备、经营管理组织结构等方面都存在着严重的问题。为了使我国中小家电企业能够适应经济发展和市场竞争的需要，充分发挥其在国民经济中的重要作用，有必要对中小企业发展的战略目标和战略方向进行研究，故企业发展战略的建立成为中小企业决胜未来的关键所在。在分析研究意义与背景的基础上，本文运用文献资料、案例分析等方法，首先，阐述了中小家电企业发展战略的国内外发展状况；其次，运用swot分析法对企业战略进行详细分析；然后，指出中小家电企业的发展战略目标以及战略选择和实施；最后，提出了对我国中小家电企业发展战略的建议。
关键词：中小家电企业 发展战略 战略目标
