摘  要

在新零售大背景下，传统的区域型白酒企业只有不断地创新、转型，以科学的营销理论为指导，构建能顺应时代发展的营销策略，才能更好地服务于消费者，从而在激烈的竞争中赢得先机。

本文首先收集和总结了国内外白酒企业战略的相关研究成果，提出了研究对象和研究内容，明确了研究方法和研究思路。在阐述企业发展战略相关理论及相关分析工具和方法的基础上，运用PEST和波特五力模型，从新零售视角分析企业战略优化的内外部环境，并在此基础上，晋泉酒业现状 从战略和新零售的角度分析经营情况，介绍晋泉酒业的基本情况和当前的发展战略和建设目标，分析发展战略在经营中存在的问题以新零售视角从融资、销售、管理等方面，为战略优化提供基础数据，进而基于新零售视角下晋泉酒业战略优化的战略六要素模型，明确公司未来的市场定位和战略目标，并优化晋泉酒业为内部和外部环境制定战略目标的细节。针对复杂的内外部环境，最终提出了晋泉葡萄酒战略的实施和保证发展战略动态优化的可行性。

本文通过探索晋泉酒业在“新零售”环境下的发展战略优化改进，帮助晋泉酒业提高发展水平和市场竞争力，为晋泉酒业在“新零售”环境下的快速和可持续发展提供一些参考，也为同类型企业提供借鉴。

   Abstract

In the context of new retail, traditional regional liquor companies must continue to innovate and transform, use scientific marketing theories as the guidance, and build marketing strategies that can adapt to the development of the times, in order to better serve consumers, and thus can better serve consumers. Win the first opportunity in the competition.

This paper firstly collects and summarizes the relevant research results for liquor enterprise strategy at home and abroad, puts forward the research objects and research content, and clarifies the research methods and research ideas. On the basis of elaborating the relevant theories of corporate development strategy and relevant analysis tools and methods, using PEST and Porter’s five forces model to analyze the internal and external environment of the company’s strategic optimization from the perspective of new retail, and on this basis, the current situation of Jinquan Liquor Industry Analysis of the operation situation from the perspective of strategy and new retail, introduces the basic situation of Jinquan wine industry and the current development strategy and construction goals, and analyzes the problems existing in the operation of the development strategy from the perspective of new retail from the aspects of financing, sales and management , To provide basic data for strategic optimization, and then based on the strategic six-element model for the optimization of Jinquan’s wine industry strategy from the perspective of new retail, clarify the company’s future market position and strategic goals, and optimize the details of the strategic goals for the internal and external environment. In response to the complex internal and external environment, it finally proposed the implementation of Jinquan’s wine strategy and the feasibility of ensuring the dynamic optimization of the development strategy.

This article explores the optimization and improvement of Jinquan Wine Industry’s development strategy in the “new retail” environment, helps Jinquan Wine Industry improve its development level and market competitiveness, and contributes to the rapid and sustainable development of Jinquan Wine Industry in the “new retail” environment. Development provides some reference, and also provides reference for the same type of enterprises.