主营介绍

  • 产品类型:

    酒类

  • 产品名称:

    “五粮液”及其系列白酒 塑料制造 印刷 玻瓶

  • 经营范围:

    主营:酒类产品及相关辅助产品(瓶盖、商标、标识及包装制品)的生产经营;兼营:饮料、药品、水果种植、农业种植、进出口业务、物业管理、投资管理等。

运营业务数据

最新公告日期:2018-04-28 
业务名称 2017-12-31 2016-12-31 2015-12-31 2014-12-31 2013-12-31
酒类产量(吨) 18.02万 15.13万 13.83万 12.03万 -
酒类销量(吨) 18.00万 14.87万 13.74万 11.89万 -
白酒销量(吨) - - - - 15.11万
白酒产量(吨) - - - - 14.53万

主营构成分析

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营业收入 X

单位(%) 单位(万元)
注:通常在中报、年报时披露 
业务名称 营业收入(元) 收入比例 营业成本(元) 成本比例 利润比例 毛利率
按行业 制造业 214.21亿 100.00% 58.19亿 100.00% 100.00% 72.84%
按产品 酒类 202.54亿 94.55% 47.54亿 81.70% 99.34% 76.53%
塑料制品 9.33亿 4.36% 8.84亿 15.19% 0.31% 5.23%
其他 1.65亿 0.77% 1.25亿 2.15% 0.25% 23.96%
印刷 4693.44万 0.22% 3636.51万 0.62% 0.07% 22.52%
玻瓶 2247.64万 0.10% 1873.76万 0.32% 0.02% 16.63%
按地区 国内 214.21亿 100.00% 58.19亿 100.00% 100.00% 72.84%

董事会经营评述

  一、概述
  本报告期,公司坚持以十九大精神为思想引领,贯彻习近平总书记视察四川的重要指示,以省委省府加快传统产业转型升级、重点培育食品饮料等万亿级支柱产业及“振兴川酒”等决策部署为行动指南,紧扣时代发展主题,抢抓发展机遇,围绕公司“二次创业”发展目标,全面推进效率变革、动力变革等各项改革举措稳步扎实落地,取得阶段性成效,发展态势不断向好,经营业绩持续攀升。
  (一)生产系统坚守并大力弘扬传统工艺,实现提质增效新突破。
  报告期内,公司大力弘扬纯粮固态发酵的传统工艺,进一步发挥五粮酿造优势,品质上精益求精。同时坚持以“增强供给力”为目的,加大调整力度,实现提质增效新突破。一是深入调研分... 查看全部▼

  一、概述
  本报告期,公司坚持以十九大精神为思想引领,贯彻习近平总书记视察四川的重要指示,以省委省府加快传统产业转型升级、重点培育食品饮料等万亿级支柱产业及“振兴川酒”等决策部署为行动指南,紧扣时代发展主题,抢抓发展机遇,围绕公司“二次创业”发展目标,全面推进效率变革、动力变革等各项改革举措稳步扎实落地,取得阶段性成效,发展态势不断向好,经营业绩持续攀升。
  (一)生产系统坚守并大力弘扬传统工艺,实现提质增效新突破。
  报告期内,公司大力弘扬纯粮固态发酵的传统工艺,进一步发挥五粮酿造优势,品质上精益求精。同时坚持以“增强供给力”为目的,加大调整力度,实现提质增效新突破。一是深入调研分析,采取多重措施推动生产系统良性运行;二是强化过程管理,构筑生产系统坚实保障;三是重视技能培训,保证生产工艺有力传承。上半年,公司一级酒产量大幅增长。
  (二)营销系统坚持“强品牌、拓渠道、拉动销”的发展思路,营销工作取得新突破。
  1.五粮液品牌推广与宣传成效显著。按照“以核心消费群体培育为中心,打造品牌力”的总体要求,上半年公司启动了公司高层“走访大企业”活动,通过走访,与更多的高端商务消费圈群建立了联系,搭建了良好的互动平台;同时,公司紧紧围绕五粮液“品牌提升和价值重塑”,大幅提升传统户外媒体利用率和覆盖率。
  2.“百城千县万店”工程稳步推进。公司继续坚持“以核心终端建设为基础,以核心消费群培育为中心”,持续全面推进“百城千县万店”工程,采取稳步推进策略,更加强调工程建设的质量。
  3.商家结构得到进一步优化。公司持续实施“优质投放”的计划管理原则,将有限的五粮液产品资源向重点市场、核心终端和“百城千县万店”工程取得成效的市场倾斜,进一步优化商家结构。同时,公司也进一步提高了新商家选择标准。
  4.系列酒品牌“三聚焦”原则加速落地,品牌清理有序推进。系列酒按照“向中高价位产品聚焦、向自营品牌聚焦、向优势品牌聚焦”的原则,加快完善“从次高端到中端到低端”的系列酒重点品牌构建。

  二、公司面临的风险和应对措施
  (一)面临的主要风险
  1.宏观经济形势错综复杂,影响因素增多。国际贸易争端加剧,对经济持续增长带来不稳定因素,消费需求有可能减弱。
  2.市场竞争呈现多维度趋势,竞争激烈。白酒企业的竞争由品牌竞争逐渐演变为香型及地域的竞争,高端品牌竞争激烈;同时竞品间渠道渗透加速,中低端市场恶性竞争频现,对系列酒的营销带来较大压力。
  (二)应对措施
  1.生产方面,持续提升产品质量,稳步释放生产产能。持续坚守纯粮固态发酵工艺,进一步发挥五粮酿造优势,在品质上更加精益求精,确保公司生产的每一瓶酒都是高质量的佳品,都是让消费者放心和喜爱的产品;稳步加快释放产能,提升原酒储存能力,持续提升产品品质和供给能力,为市场营销提供有力支撑和最核心的保障。
  2.销售方面,持续优化渠道结构,构建良性的市场价格体系。进一步加强对现有渠道的管控和服务,持续优化渠道结构,加快构建数字化营销,持续稳步推进“百城千县万店”工程的落地实施,最终实现向终端营销、精细化营销、数字化营销转型,以应对不断变化的风险因素;继续坚持“稳定出厂价、提升市场价,建立符合市场规律的价格形成机制”,让品牌价值与供求关系共同作用,形成良性的市场价格体系,进一步提升经销商的利润,提振经销商信心。
  3.改革方面,加快体制机制改革,激发公司发展动力。加快公司管理机制、劳动用工、薪酬制度等的进一步优化改革。通过机构调整、流程再造等管理变革,不断完善公司现代企业制度,进一步激活公司发展动力,提升公司综合竞争力,为公司持续健康发展夯实基础。

  三、核心竞争力分析
  公司拥有独有的650年明代古窖、独有的自然生态环境、独有的五种粮食配方、独有的纯粮固态发酵工艺、独有的中庸和谐品质、独有的“十里酒城”规模六大优势及严格的质量管理体系、雄厚的梯级人才资源等核心竞争力。核心竞争力未发生不利变化。 收起▲