【正文】 高企業(yè)技術(shù)裝備水平為主，而是要以提高技術(shù)創(chuàng)新能力為主，傳統(tǒng)的技術(shù)改造管理方式也必須做出相應(yīng)的變化。當(dāng)今世界傳統(tǒng)產(chǎn)業(yè)運(yùn)用技術(shù)改造的國內(nèi)外環(huán)境發(fā)生了深刻的變化。消費(fèi)者需求的根本消失畢竟只是一種理論概念。傳統(tǒng)產(chǎn)業(yè)從歷史和現(xiàn)實(shí)的角度看具有如下特征：傳統(tǒng)產(chǎn)業(yè)的市場總需求量增長緩慢或保持基本穩(wěn)定或下降，在全部產(chǎn)業(yè)中的比重是下降的，這是由于新產(chǎn)業(yè)的出現(xiàn)并帶來新的產(chǎn)出，或是由于采用了新技術(shù)，使其具有更高的生產(chǎn)率和更強(qiáng)的競爭力，或創(chuàng)造了新的消費(fèi)，滿足了新的需求。只要有市場需求，就必然有市場機(jī)遇，精明的公司總能捕捉到機(jī)遇，實(shí)現(xiàn)公司的持續(xù)發(fā)展，成為“旭日”的公司?！跋﹃枴碑a(chǎn)業(yè)主要呈現(xiàn)“衰”，而不是“亡”的特征，并不是將死亡的產(chǎn)業(yè)。全文共分六章，第一章主要分析了傳統(tǒng)產(chǎn)業(yè)的特征、中國傳統(tǒng)產(chǎn)業(yè)狀況、從事傳統(tǒng)產(chǎn)業(yè)公司的發(fā)展機(jī)遇和如何實(shí)現(xiàn)公司的持續(xù)發(fā)展；第二章介紹了農(nóng)藥行業(yè)的發(fā)展歷史、現(xiàn)狀、發(fā)展前景和天瑞公司的發(fā)展歷程及面臨的發(fā)展問題；第三章分析了天瑞公司的自身的優(yōu)勢、劣勢和環(huán)境所提供的機(jī)遇及所產(chǎn)生的威脅；第四章分析了天瑞公司應(yīng)選擇發(fā)展戰(zhàn)略作為公司的總體戰(zhàn)略；第五章論述了天瑞公司為保證總體戰(zhàn)略的實(shí)現(xiàn)和能持續(xù)發(fā)展而應(yīng)采用的戰(zhàn)略手段；第六章是結(jié)論和建議。本文把傳統(tǒng)產(chǎn)業(yè)同一個(gè)民營企業(yè)的二次創(chuàng)業(yè)結(jié)合起來進(jìn)行分析，探討企業(yè)的持續(xù)發(fā)展，這是新穎之處。本文首先分析了傳統(tǒng)產(chǎn)業(yè)，然后分析農(nóng)藥行業(yè)，再分析天瑞公司本身，先分析歷史，然后分析現(xiàn)狀，再評析未來，由大及小，由遠(yuǎn)及近。天瑞公司是一家從事農(nóng)藥生產(chǎn)和銷售的傳統(tǒng)產(chǎn)業(yè)股份制民營公司，這幾年公司快速發(fā)展，并積累了一定的基礎(chǔ)，現(xiàn)面臨著二次創(chuàng)業(yè)的問題，企業(yè)經(jīng)營者最關(guān)心的問題是公司的未來發(fā)展路在何方。另一方面，現(xiàn)代企業(yè)應(yīng)以追求自身生存與發(fā)展為目的，即要不斷提高企業(yè)更好地為市場提供產(chǎn)品和服務(wù)的能力，使企業(yè)具備發(fā)展的潛力。在產(chǎn)品、技術(shù)、知識等創(chuàng)新速度日益加快的今天，持續(xù)發(fā)展已成為現(xiàn)代企業(yè)所面臨的一個(gè)比管理效率更為重要的課題，一個(gè)比管理效率更難實(shí)現(xiàn)的目標(biāo)。僅靠策劃眼前，即使很高明的策劃，雖然可使自己風(fēng)光于一時(shí)，但不能風(fēng)光于久遠(yuǎn)，雖然當(dāng)年名騷一時(shí)，但如今留給人們的只是幾多嘆息和遺憾！我多么希望，在民企中能多出一些具有戰(zhàn)略眼光的、有防范能力的企業(yè)家（宋養(yǎng)琰，2001年）。諸如巨人、三株、秦池等的領(lǐng)導(dǎo)人，在創(chuàng)業(yè)之初，都能利用極其有限的原始資本、資源、場地，抓住機(jī)遇，在短暫的時(shí)間內(nèi)，做出常人難以想象的驚人業(yè)績來。但是我國的民營企業(yè)迅速崛起的相當(dāng)多，但迅速崩潰的也不少，很多民營企業(yè)不能實(shí)現(xiàn)持續(xù)發(fā)展。其實(shí)象沃爾瑪、可口可樂公司都是從事傳統(tǒng)產(chǎn)業(yè)的公司，它們在世界500強(qiáng)的排名中，多年來一直居于前列。關(guān)鍵詞：傳統(tǒng)產(chǎn)業(yè) 持續(xù)發(fā)展 發(fā)展戰(zhàn)略 治理結(jié)構(gòu) 資本并購AbstractThe main characteristic of traditional industry at the present time is not “death” but “senescence”. Demands for products in traditional industry still exist. Both traditional industry itself and its environment are changing all the time. There are still lots of opportunities for panies in traditional industry, and in fact there are many panies that have been making continuous progress. Innovation is the basis and guarantee for constant development of a pany. The industry of pesticide, which belongs to the traditional industry, has a long history. There are differences and similarities between the industry of pesticide in China and that of the world. Tianrui Lt. Co. is a pany producing pesticides. It is a stockprivatejoint pany with fast increasing sales during the past a few years. The products of Tianrui Lt. Co. have been designed and developed successfully. However, the pany stays stagnate due to the following factors. First of all, the power between stock and management has not been separated. Secondly, the brand lacks infective force. Thirdly, its management is extensive cultivation. Nevertheless, there are at least four factors favoring Tianrui. First, its property right is clear and marketing strategy is flexible. Secondly, many brands of its original pesticides have been produced effectively. Thirdly, its petence of selling overseas is relatively strong, which can serve to balance its creative petences. Fourthly, it has a relatively light burden and enough running capital. Meanwhile, there are four weak points in Tianrui. First, its production has such a small scale that the scale effect appears trivial. Secondly, the pany and its products are inglorious, which makes its brands to lack infective force. Thirdly, its enterprise culture has not yet been built up accordingly. Fourthly, its management strategy lacks efficiency and has a large room for improvement. The pany is meanwhile facing many opportunities. The government policy of getting rid of high poisonous/rudimental pesticides will ensure the market for the high effective and low poisonous pesticides. That China has entered WTO will help Tianrui to exploit international market. The adjustment of culturing deployment and the alternation of production way will enhance the usage of bactericides. Enterprise regrouping in China seems inevitable due to the lack of a famous brand in pesticide industry. Of course, threats are also around Tianrui Company. The protection of intellective property right and the impact of foreign capital have been strengthened after China entered WTO. The government strengthening management for pesticide has increased the registration fee and made it harder to register. Biological technologies have progressed continuously and the market share of biological pesticide has risen constantly. The cultivation of crops with resistance to disease has increased. Because the environmental protection bees more and more important, the costs of environmental protection are increasing accordingly. SWOT analyses suggests that Tianrui pany should take the developing strategy of “development, increase and innovation” as its overall management strategy. There are many methods for Tianrui Company to actualize its constant development. First of all, the corporation mechanism should be reconstructed and improved. Secondly, Tianrui brand must be cultivated to exalt the pany and its products and to increase their reputation. Thirdly, to increase the enterprise petitiveness, some products should be taken outside for further processing. Fourthly, effective management of the human resources should be placed in an important point. Lastly, grasping opportunity, skipping development could be materialized through running capital.Key words: Traditional industry Development sustainabilityDevelopment strategy Governance structure Capital Merging目 錄引 言…………………………………………………………………………………1第一章 “夕陽”的產(chǎn)業(yè)，“旭日”的公司………………………………………3第一節(jié) “夕陽”產(chǎn)業(yè)下，機(jī)遇仍高照………………………………………3第二節(jié) 做“旭日”的公司，實(shí)現(xiàn)公司持續(xù)發(fā)展……………………………5第二章 天瑞公司發(fā)展歷程…………………………………………………………8第一節(jié) 農(nóng)藥產(chǎn)業(yè)概況…………………………………………………………8第二節(jié) 天瑞公司的發(fā)展歷程………………………………………………15第三節(jié) 發(fā)展中的困惑………………………………………………………16第三章 天瑞公司SWOT分析…………………………………………………19第一節(jié) 天瑞公司優(yōu)勢分析…………………………………………………19第二節(jié) 天瑞公司劣勢分析…………………………………………………21第三節(jié) 天瑞公司機(jī)遇分析…………………………………………………23第四節(jié) 天瑞公司威脅分析…………………………………………………26第五節(jié) 綜合分析……………………………………………………………28第四章 公司總體戰(zhàn)略選擇………………………………………………………29第一節(jié) 總體戰(zhàn)略的概念和類型……………………………………………29第二節(jié) 緊抓機(jī)遇，開拓進(jìn)取，以發(fā)展戰(zhàn)略統(tǒng)籌公司發(fā)展………………30第三節(jié) 積極培育強(qiáng)化核心競爭力，規(guī)避發(fā)展風(fēng)險(xiǎn)，實(shí)現(xiàn)發(fā)展戰(zhàn)略目標(biāo) …………………………………………………………………30第五章 持續(xù)發(fā)展對策……………………………………………………………32 第一節(jié) 改造和完善公司治理結(jié)構(gòu)…………………………………………32第二節(jié) 打造天瑞品牌，提升企業(yè)和產(chǎn)品知名度、美譽(yù)度，培養(yǎng)顧客忠誠度………………………………………………………34第三節(jié) 開發(fā)利用人力資源，推動(dòng)企業(yè)由物力資源型經(jīng)濟(jì)向人力資源依托型經(jīng)濟(jì)的轉(zhuǎn)變……………………………………………………36第四節(jié) 產(chǎn)品生產(chǎn)