学文网产业分析报告篇1
EXECUTIVE SUMMARY
This report aims to analyze competitiveness of internet industry in Australia using five forces model. Competition is more intensive between Telstra and Optus which have a remarked position in the market. The existence of several small operators and growing use of ADSL and wireless are good substitutes of cable solutions. Telstra's apparent government protection is yet a barrier for new entrants including Optus. This also imposes reduced bargaining power of retailers and high charges attached to their supply. The industry is relatively new in Australia and is still growing and offering more opportunities in remote regions. A new market structure has been demanded by operators in order to activate competition and reduce monopoly of fixed line services. Australian Government has been positively reacted by launching a new National Broadband Network （NBN） program although it has not yet selected the operators of this NBN.
1.METHODOLOGY AND LITERATURE REVIEW
Gathering information about the ISP industry was progressed through the use of the internet and its purpose was to understand the structure and the prospect of its industry. Numerous information were therefore obtained from company websites， industry and IT news articles， government websites， academic journals， announcements and report from companies， and recent industry reports.
As to effective and efficient ISP industry analysis， it was necessary to get superior and useful information which can be applied to Porter's five forces analysis as the key theory in this report. The information was utilised to determine competitiveness of the ISP industry and to analyse framework of the five forces， including internal rivalry， threat of entry， substitutes， supplier power， and buyer power （Appendix 1）.
Several statistic data from Australian government websites was especially used for comparative analysis to research on specific factors such as market share of the ISP industry. Moreover， the information obtained from various sources was used for the market research in order to accomplish an accurate analysis of the ISP industry.
2.INDUSTRY ANALYSIS USING PORTER'S FIVE FORCES
2.1Internal rivalry
The rapid growth in internet demand combined with relatively easy entry in Australian market in last ten years has contributed for a diversified yet heterogeneous supply. The industry is characterized by a proliferation of small business operators though dominated by small number of large firms. From a total number of 770 operators at end of 2007 less than 5% had 10，000 customers and nearly 1.2% could be considered very large with 100，000 clients （TIO statistics cited in Collins， L.， Love， P.， Landfeldt， B. and Coroneos， P.， 2008）.
Although several regulatory attempting of the Australian Competition and Consumer Commission （ACCC） to boost competition， this is still regarded by operators as insufficient as it emphasizes on ULL and DSLAMs facilities rather than on resale. This undermines ISPs providers with large number of resale customers. Competition is described to be more accentuated among few very large operators and particularly between Telstra and Optus. Telstra Bigpond dominated market representing 34% of ADSL and proportionally shared cable market with Optus - 7% in 2007. Other retailers absorbed the remaining 49% of ADSL and 4% cable （Bharat Book Bureau， online assessed）. The monopoly of Telstra in network of fixed lines provision is a crucial bottleneck for economic performance of operators （Paul O'Sulivan CEO Optus speech on 21/10/08， Bharat Book Bureau assessed online）.
Owing to heavy initial investment and operational costs in this industry， only large players can obtain considerable profit margin. Indeed their large scale enables them to offer services with more standardized quality and at lower prices. Therefore they can attract and retain customers more successfully （Madden， G.， Savage， S.J. and Coble-Neal， G.， 1999）. Conversely， small players with their limited capacity can only operate as redistributors of larger industries offering added value services at higher charges. Transmission and interconnection costs are in general the primary costs for all operators （ABS 1997） and customer's easy migration from dial-up to broadband internet seems to squeeze margins. However customer's loyalty and intensive promotion campaigns can sustain leader's market margins. Telecommunication is described by Budde， P. 2005 as a commodity industry requiring very large scales to operate profitably.
2.2Threat of Entry
The ISP industry in Australia has gradually grown in recent years as home and business access to the internet has been increasing continuously （Appendix 2） and it entails significant economies of sales （DBCDE， 2008） （Appendix 3）.
The entrants need to attempt to overcome the cost advantage of incumbents because incumbents derive the cost advantage from economies of scope （Besanko， 2000）. Entrants need to achieve a market share to reach minimum efficient scale via establishing their brand loyalty. However， the large ISPs generally have already established a strong reputation and brand awareness with the large number of retailers and it results in that incumbents can have an advantage over the entrants.
No matter what types of the internet， ISPs must use the existing telephone line to provide the internet to customers. However， incumbents such as Telstra control infrastructure of cable， local loop， and telephone line networks in Australia （Howell， 2002）. It functions as a barrier to enter into the broadband market because they have to use the existing telephone line to provide the internet to customers （Optus， 2008）.
The Australian government has been carrying out a policy as NBN （National Broadband Network） to provide high-speed internet for 98 percent of Australian homes and businesses （DBCDE， 2008）. It is therefore regarded as that the government encourages the internet business. However， there has been a protection of incumbents by the government. For instance， Telstra had a monopoly in DSL for several years and it causes Telstra having been affecting anti-competition on the broadband market. Therefore， entrants such as Optus and other competitors had difficulties to enter the market in 2004. They have demanded new structural features to limit the market power of Telstra to activate competitive market （Browne， 2008）.
2.3Substitutes
The substitutes for DSL technology in Australia are wireless， cable， satellite and other non dial-up technologies. As at June quarter of 2008， non dial-up technologies （including mainly DSL， wireless， cable and satellite） are so popular that the number of subscribers amounts to 78% of total internet subscribers in Australia （ABS 2008） （Figure， Appendix 3）. It is thanks to non-dial up technology that nowadays consumers can access the internet with greater speeds and 'always on' connections and without tying up or paying extra costs for their phone lines. Within the expanding internet market over the reported periods， DSL is the dominant technology with 70% of the market share for non dial-up （ABS 2008） （Figure， Appendix 4）. In comparison to wireless and other non dial-up technologies， DSL has the advantages of fastest speeds （especially with the new ADSL2 and ADSL2+）， lowest costs and high quality. Moreover， DSL is more attractive to consumers in terms of price in the non dial-up competition. This is simply because there are many small ISPs offering ADSL （and currently increasing on ADSL2， 2+） but less on wireless and just two （Telstra and Optus） offering cable （ABS 2008）. However， the six-month period from Dec quarter 2007 to Jun quarter 2008 has seen a significant growth in wireless market share （almost double from 8% to 14%） and as a result， a decrease in DSL share （ABS 2008）. The increasing of wireless proportion over the reported period's signals that wireless technology may be a potential substitute for DSL in Australia in the future.
2.4Supplier power
The reasons for a certain supplier to gain the bargaining power include： the main production factors are only supplied by a few manufacturers， and no substitutes to be found； and at the same time， this industry is deficient to upgrade its production capability to produce the product by itself （Porter， 1980）. The most important production factor in the ISP industry is Broadband （Appendix 5）. Currently， there are two suppliers providing broadband service， namely Fixed Lines and Cable TV network， the latter provides broadband of the cable modem， while the former provides nearly all the broadband of wire connections.
No matter it is Fixed Lines or Cable TV， they both enjoy the trait of scale economy， which is dominated by a few of leading companies or groups， such as Telstra and Optus （Minder， 2006） and（ Morris， 2007）. With the fast development of Internet， ADSL has emerged as the high-speed Internet service （Finneran. M.， 2003）. Recent research shows that Telstra Bigpond occupies the market by 34% of ADSL， and Optus takes up 7% in the cable market， while leaving 49% of ADSL and 4% cable in 2007 for other dealers （Bharat Book Bureau， online assessed）.
While the ISP industries are failed to upgrade its service and set up Broadband by its own， the Broadband providers are easily to downgrade with the ISP industries. For this reason， Broadband suppliers enjoy the power to bargain with the ISP industries. What is worth noting is the fact that due to the open-up of the network of fixed line service， fixed network providing are developing rapidly， from the very few providers in the past to a number of the current providers， e.g. Optus， Telstra Bigpond， iiNet， Dodo， Vodafone， Virgin etc. Among which， Telstra enjoys the highest profit as a telecommunications company （Asialaw， 2008）. This indicates that the bargaining power of the internet service providers will decrease with the liberalization of the telecommunication industry.
2.5Buyer power
With the easy market entry in Internet service providers industry， internet use has been growing at a rapid pace and caused fierce competition. The number of internet subscribers has been increasing constantly as internet is now everywhere in people's daily life （Gary， M. & Grant， C. 2002）. Internet Service Providers mainly range between several large operators in Australia， and hence demand and supply of internet are continual experiencing to grow up rapidly. As long as customers have more preferences， buyers have a great power on ISPs' profit. Therefore， customers' retention is playing a vital role in the survival of ISPs. They are forced to increase services， decrease prices， and add more values and accessories to their products to keep consumers' loyalty. Moreover， high-performance services and products are required as well.
Household income has a great impact on the demand of the internet. This justifies the fact that ISPs are currently offering flat-rate pricing to pursue consumers （Biggs， P. & Kelly， T. 2006）. Price strategy may be a helpful and successful model for ISPs in the short-term. However for long-term， they are required to fully and in detail understand the demand of various factors in the market and consumers that would help them to attract further market shares （Yogesh， K. al. etc.， 2009）. Furthermore， an evaluation of consumers' future behavior and an in-depth analysis of current subscribers' choices are required because the internet is a highly competitive market for ISPs （Grigoroudis et. al. 2007）.
3.CONCLUSION
REFERENCES
Australian Bureau of Statistics （ABS）， 1998 - Telecommunication Services， Catalogue No. 8148， Canberra， AGPS.
accc.gov.au， Australian Competition and Consumer Commission （ACCC）.
Madden， G.， Savage， S.J. and Coble-Neal， G. （1999） - Subscribers churn in Australian Internet Market. Information， Economics and Policy 1999， 11， pp 195-207.
Australian Bureau of Statistics （ABS）， 2008 - Internet Activity， Catalogue No. 8153， Australia， June 2008.
， Bharat Book Bureau.
.au， Get connected - industry trends， assessed on 20/03/09
Budde， P. （2005）. Australian telecoms moving into 2006
.au Paul O'Sullivan Optus Chief Executive CommsDay Breakfast 21 October 2008， Securing Major Competitive Investment： How to repeat the success of the early Nineties.
Dwivedi， Y.K.， Lal， B.， and Williams. M. D.， （2009）， Managing consumer adoption of broadband： examining drivers and barriers， Industrial Management & Data Systems， Vol. 109， No. 3， pp 357-369.
Browne， M （2008） ISPs demand intervention on Telstra ADSL2+block， viewed 19 March，
http：//.au/news/communi-
cations/soa/ISPs-demand-intervention-on-Telstra-ADSL2-block/0，130061791，339286264，00.htm？feed=pt_adsl
DBCDE （Department of Broadband， Communications and the Digital Economy） （2008） Feasibility Study ISP Level Content Filtering， viewed 22 March，
http：//dbcde.gov.au/__data/assets/pdf
_file/0006/95307/Main_Report_-_Final.pdf
DBCDE （Department of Broadband， Communications and the Digital Economy） （2008） National Broadband Network， viewed 21 March，
http：//dbcde.gov.au/communications
_for_business/funding_programs__and__support/national_broadband_network
Howell， B （2002） Broadband Uptake and Infrastructure Regulation： Evidence from the OECD Countries， viewed 22 March，
http：//trp.hku.hk/papers/2003/broad-
band_uptake.pdf
Optus （2008） Optus Chief Executive ABN AMRO Communications Conference， viewed 21 March， http：//.au/dafiles/OCA
/AboutOptus/MediaCentre/Speeches/08.04.29%20Paul%20O%27Sullivan%20ABN%20AMRO%20speech%20FINAL.pdf
Porter， M.E. （1980） Techniques for Analy-
sing Industries and Competitors Competitive Strategy Free Press： New Work.
Finneran. M （2003）. ADSL2： Faster， farther and better. Business Communications Review， 33（5）， 20-23. Retrieved March 22， 2009
Australia's great broadband challenge （2008， May）. Asialaw Retrieved March 21， 2009
Minder， R （2006） Telstra sale doubles to nearly Dollars 12bn TELECOMS Financial Times，p. 27. Retrieved March 28， 2009
Morris， L（ 2007） Broadband investment dispute brewing in Australia. Telecommunications， p41（7）， 11. Retrieved March 28，2009
Gary， M. and Grant， C. （2002）， Internet Economics and Policy， An Australian Perspective. Economic Record， Vol. 78， pp. 343-357
Biggs， P.， and Kelly， T.， （2006）， Broadband pricing strategies， Info， Vol. 8， No. 6， pp 3-14
Grigoroudis， E.， Kyriazopoulos， P.， Siskos， Y.， Spyridakos， A.， and Yannacopoulos， D.， （2007）， Tracking changes of e-customer preferences using multicriteria analysis， Managing Service Quality， Vol. 17， No. 5， pp 538-562
APPENDICES
Appendix 1 - Porter's Five Forces （Investopedia， 2009）
Appendix 2
Use of PCs and the Internet by households （DBCDE， 2008）；Use of PCs and the Internet by all businesses （（DBCDE， 2008）；Use of broadband technology by home Internet users （DBCDE， 2008）；http：//archive.dbcde.gov.au/2008/01/statistical_benchmarking/online_statistics
The Australian Internet Market （Market
Clarity， 2007）
http：//.au/news
/07-01-03-newsletter.cfm
Appendix 3
Profile of ISP industry by customer base （DBCDE， 2008）
http：//dbcde.gov.au/__data/assets
/pdf_file
/0006/95307/Main_Report_-_Final.pdf
Appendix 4
Internet Activity Summary， Australia， ISPs with more than 10，000 active subscribers （ABS， 2008）
Internet subscribers by access technology， for ISPs with more than 10，000 active subscribers （ABS， 2008）
Appendix 5
Broadband users as percentage of State population
http：//archive.dbcde.gov.au/2008
/01/statistical_benchmarking/online_statistics
产业分析报告篇2
作者简介：李天成（1989—），男，汉族，河北石家庄市人，经济学研究生，单位：河北经贸大学商学院区域经济学专业。
摘要：产业是一个地区竞争力的重要来源。河北省处于工业化中前期，以重工业为主，产业结构不合理。本文旨在分析河北省的产业结构，并在多年数据基础之上分析河北省近些年的产业结构变化状况，为下一步的产业结构调整服务。
关键词：河北省；工业；建筑业，第三产业；区位商
产业是一个地区竞争力的重要来源。产业结构是否合理决定了一个地区的竞争力水平。
一、河北2011年经济发展现状
2011年全年全省生产总值实现24228.2亿元，比上年增长11.3%。其中，第一产业增加值2905.7亿元，增长4.2%；第二产业增加值13098.1亿元，增长13.4%；第三产业增加值8224.4亿元，增长10.5%。第一产业增加值占全省生产总值的比重为12.0%，第二产业增加值比重为54.1%，第三产业增加值比重为33.9%。可见我省2012年仍然是以第二产业为主的产业结构。
通过数据分析自从1992年以来我国第二产业在全省GDP比重中始终占据第一的位置，基本在百分之50到百分之70之间，而且从2008年后有占比上升趋势。而我省第三产业的在1995年后基本变化趋势不大，始终处在百分之30到40之间，并且从2010年后占比有下降趋势。而工业占比在第二产业中占比较大，其发展规律同第二产业基本相同，可见工业的竞争力在我省未来的竞争力来源中占据重要的地位。
二、工业竞争力及其分析
第二产业包括工业和建筑业，河北省工业占第二产业比重较大，对竞争力的影响较为明显。
（一）判断一个产业是否构成地区生产专业化部门一般采用区位商这一指标。当区位商数值大于1时可以认为该产业是本地区的专业化部门。其计算公式为：LQ=（Eij/Ei）/（Ekj/Ek）这里Eij指i地区产业j的产值，Ei指i地区总产值，Ekj指国家k产业j的总产值，Ek指国家k的总产值。
通过计算区位商大于2，产值比重大于15%的部门为一级主导专业化部门；区位商大于1.5，产值比重大于10%为二级主导部门。通过计算，2011年我省一级主导专业化部门为黑色金属冶炼及压延加工业，区位商为3.8，产业占比为29%。黑色金属矿采选业虽然产业区位商非常高，其专业化程度高，但是产值占比却仅仅5.5%左右，所以不能算是主导部门。而皮革、毛皮、羽毛（绒）及其制品业区位商为1.9，排名第三，但是产业比重仅为2%。其余产业区位商大于1的产业：金属制品业，石油加工、炼焦及核燃料加工业，电力、热力的生产和供应业，橡胶制品业产业比重均没有超过10%。因此我省不存在2级主导产业。
为更好的研究工业状况，将我省从2006年到2011年的工业现状计算区位商及产业比重状况发现，我省区位商大于2的产业连续五年均为黑色金属矿采选业和黑色金属冶炼及压延加工业。黑色金属冶炼及压延加工业为主导产业的状况始终没有改变。
同时分析数据连续五年来黑色金属矿采选业的区位商是不断呈下降趋势的，其产业比重却在上升。也许未来的某年其会成长为河北省的一级主导产业其中之一。因此笔者预计，将来河北省的工业主导产业将会是两大主导产业。
从2006年到2011年数据中发现区位商小于2但大于1.5的产业连续五年为 皮革、毛皮、羽毛（绒）及其制品业。而且皮革、毛皮、羽毛（绒）及其制品业的区位商是不断上升的趋势，其产业比重趋势也是也不断上升，因此如果改变一钢独大的格局，那未来皮革、毛皮、羽毛（绒）及其制品业将很有希望成长为河北的省的二级主导产业。
而区位商小于1.5，大于1的产业，河北省2009年到2011年的产业非常稳定为金属制品业，石油加工、炼焦及核燃料加工业，电力、热力的生产和供应业，橡胶制品业，煤炭开采和洗选业。从2006年、2007年时传统的专业化水平较高的产业：食品制造业、非金属矿物制品业、医药制造业、石油和天然气开采业、农副食品加工业，其专业化水平不再大于1，即传统的优势产业其专业化水平是在下降。而橡胶制品业在2006到2007年中专业化水平均没有大于1，但是在2009年中异***突起区位商不断上升。
（二）河北省工业产业梯度。比较劳动生产率大致能客观地反映一个部门当年劳动生产率的高低，通常第一产业比较劳动生产率低于1，而第二、三产业比较劳动生产率高于1。比较劳动生产率越高，表明本部门的产值与劳动力比值越大。
当一个地区的比较劳动生产率和区位商均大于1，一般而言是本地区相对处于产业顶端的产业，是各种产业要素从其他地区向该地区集聚的结果，在该时期处于主导产业地位，并在地区的产业竞争中处于优势地位。而处于产业梯度中间层的产业在适当的条件和发展趋势下具有向其他地区转移的可能。通过计算河北省的绝对优势产业为：黑色金属矿采选业、黑色金属冶炼及压延加工业 、皮革、毛皮、羽毛（绒）及其制品业、金属制品业、煤炭开采和洗选业。而处于产业梯度中间层及（劳动生产率和区位商其中一个大于1）的产业为 ：石油加工、炼焦及核燃料加工业、电力、热力的生产和供应业、橡胶制品业、电气机械及器材制造业、农副食品加工业、造纸及纸制品业、饮料制造业、废弃资源和废旧材料回收加工业、有色金属矿采选业、纺织业、食品制造业、塑料制品业、文教体育用品制造业木材加工及木、竹、藤、棕、草制品业、纺织服装、鞋、帽制造业、家具制造业、印刷业和记录媒介的复制。
三、河北省建筑业
由***1可以看出河北省建筑业的产业比重总体来说是下降的，而且区位商的下降趋势明显，2000年河北省建筑业区位商大于1，专业化水平较高，但是到2011年区位商下降到0.713。
四、河北省第三产业
河北省第三产业中就业人数占河北省第三产业就业数比重，大于百分之十的产业为：批发和零售业（0.27），交通运输、仓储和邮***业（0.15）、住宿和餐饮业（0.12）、居民服务和其他服务业（0.10）、教育（0.1）。而产业比重大于10%的前五个产业其产业比重总值，占河北省第三产业比重的76%，可见河北省的第三产业集中度非常高。
按区位商计算计算出前三位的区位商，批发和零售业（8.2159），交通运输、仓储和邮***业（5.35133），住宿和餐饮业（7.76866），可以看出这三个的区位商非常大。并非是河北省的这三个产业专业化水平非常高，而是因为河北省第三产业的这5个产业集中度较高。而河北省第三产业发展滞后，其就业人数少。2011年河北省第三产业就业人数为1202.96万人，全国当年第三产业就业人数为27282人，仅仅占全国的4.4%，远远低于全国水平。
五、结论
河北省在未来的几年发展中，应当结合地区的优势，在产业***策和区域***策合理配合的基础上，调整地区的发展方向和产业的优化升级。应该优化工业的产业结构，着力培育新兴的工业增长极。结合环境***策，改造传统高耗能高污染的支柱工业产业。大力推动河北的城镇化水平，促进建筑业的发展。培育适合本省省情的第三产业，在总体上提高第三产业的比重。（作者单位：河北经贸大学）
参考文献：
[1]郑适：《中国产业发展监测与分析报告》[J] 中国人民经济出版社2008
[2]安琥森：《新区域经济学》[J] 东北财经大学出版社2010
[3]张明之 《中国房地产业发展与经济增长》[J] 经济科学出版社 2011
产业分析报告篇3
是一个蔬菜大县，蔬菜生产起步早，群众基础较好，生产条件得天独厚，历届县委、县***府立足资源优势，始终坚持以调整产业结构、增加农民收入为目的，按照“扩大露地种植，提高规模效益；发展日光温室，提高集约效益”的思路，抓规划、壮规模、增效益，大力发展以日光温室为主的设施栽培和无公害蔬菜生产，蔬菜产业呈现出又好又快的发展势头。县先后被确定为部级蔬菜标准化示范县、全国日光温室蔬菜标准化示范区，省蔬菜生产基地、全省高效设施农业示范县、全省无公害蔬菜生产基地。但是,我县蔬菜产业的规模仍然不大,产业化水平仍需提高。如何加快蔬菜产业发展,把建成西部的蔬菜之乡,已成为摆在全县人民面前的一道共同课题。为此，我们开展专题研究，进行了深入的思考，希望能对我县蔬菜产业发展有所裨益。
一、发展现状
（一）基地规模快速壮大。年，全县共种植蔬菜39.2万亩，年产152万吨，产值19亿元，实现收入突破10亿元。设施蔬菜面积达到17.2万亩，无公害蔬菜基地面积达到18.5万亩，无公害蔬菜产品达到19个，形成百亩以上的蔬菜示范园15个，千亩以上的专业村82个，万亩以上的蔬菜生产镇8个，规模位居西北之首。蔬菜产业已成为农民收入的主渠道，收入占到全县农民人均纯收入的45%以上。云阳的反季节蔬菜，口镇的柴皮大蒜，王桥的胡萝卜、香菜，蒋路、龙泉的甘蓝、芹菜、洋葱等蔬菜品种享誉省内外，“一乡一业，一村一品”的生产格局已初步形成。
（二）产业化水平不断提升。全县现有云阳蔬菜市场、龙泉蔬菜批发市场等10个蔬菜市场，总占地面积450亩，年销量达100余万吨。其中云阳蔬菜市场占地150亩，日交易量1800吨，年交易量4.8亿元，成为西北地区最大的蔬菜产地批发市场。龙泉蔬菜批发市场占地150亩，建有3000平方米大厅两座，并采用微机监管，县集批发、零售为一体的现代化大型市场，日交易量500吨以上，外运车辆达40余辆。全县共有冷库19座，贮藏能力达3100吨。全县已组织流通服务组织150多个，从事蔬菜销售的大小车辆5300多辆，从业人员18.6万人。全县拥有蔬菜技术员1300余人，镇科技示范点13个，科技示范户180个。
（三）市场占有率不断扩大。从生产墙况看，年全市蔬菜播种面积123.3万亩，产量338.3万吨；县年蔬菜播种面积39.2万亩，占全市的31.8%，产量152万吨，占全市的45%。从销售情况看，西安市年均消费蔬菜300万吨，其中，县销往西安的蔬菜50万吨，占到西安市场的16%左右。另外，远销***、山西、内蒙、青海、吉林、北京等地的蔬菜达90万吨。
二、存在问题
（一）规模化程度不高。与山东寿光的设施蔬菜几乎同时起步，但至年，寿光大棚达40万亩，占到蔬菜面积的50%以上，而大棚蔬菜只占面积的25%。虽然我县坚持每年新增蔬菜1万亩，但是发展的步伐仍然不快，规模化种植仍然比较滞后。按照目前西安市场的消费量，我们扩大规模的潜力仍然非常巨大。
（二）品牌效应不明显。主要体现在品种结构单一，没有打出地方特色品牌，目前，的设施和露地菜形成了以番茄、黄瓜、甘蓝、西芹“老四样”为主的特色菜种，但大宗菜、低档菜品种面积大，而名特优新品种、高档精细菜面积小，没有形成质量优势和规模优势，特别是没有形成具有影响力的外销品种优势。
（三）科技含量不高。新品种、新技术、新材料的应用推广较差，大部分地区以传统耕作为主，管理粗放，产量低，抵御自然灾害能力差。菜农素质差、劳动生产率低下，严重影响蔬菜产品质量，降低商品价值。名优新特品种少，特别是市场认可，特点突出，对产业起支撑作用的主打品种较少，难以做到“人有我特，人特我优”。
（四）龙头企业规模较小。包装、保鲜、冷藏和加工数量小，延伸增值能力低。承包大量土地，经营蔬菜产业化的大公司在还未出现，以蔬菜深加工为主的企业在也是空白。现有的10个蔬菜市场占地只有450亩，不如寿光的一个大。蔬菜生产专业合作社功能不健全，抵御市场风险的能力不强。
（五）蔬菜销售渠道单一。目前，蔬菜直销、配送、订单等先进的销售模式还比较少，没有实现菜篮子向菜碟子的根本转变。蔬菜销售大量依靠传统模式，从产地市场到客商，再到城市的市场，再到老百姓的菜篮子，中间环节过多。
三、对策建议
“十二五”期间，我县蔬菜产业发展要以建设西部蔬菜之乡为目标，到2015年，蔬菜面积达到45万亩，其中设施蔬菜20万亩。
一、壮大基地规模。坚持每年新增蔬菜1万亩，迅速扩大蔬菜产业规模，加快建设“泾云、泾桥、口鲁”公路沿线三大蔬菜产业带，重点发展反季节日光温室蔬菜和无公害蔬菜生产，逐步形成区域规模优势。大力发展专业村、专业户，建设产业名镇，逐步形成一批相对集中，规模较大的蔬菜生产基地，形成群体规模。
二、提高蔬菜品质。牢固树立“科技兴菜”的理念，切实提高蔬菜生产的科技含量，优化产品品质。首先要大力发展无公害蔬菜生产；其次是要大力进引市场销路好的新蔬菜良种，填补市场空白，提高种菜效益。第三，积极发展名优新特品种，形成新的生产优势，努力做到“人无我有，人有我无，人优我特，人特我转”。第四，通过举办技术培训班，组织技术观摩交流，开展技术咨询等方法，加强技术培训。力争2—3年内，使全县80%以上的菜农基本掌握蔬菜栽培技术，使蔬菜生产技术水平明显提高。
三、发展品牌蔬菜。市场经济是品牌经济。要围绕特色蔬菜产品，积极申报一批蔬菜品牌，注册商标，进一步扩大蔬菜的知名度。
四、加强市场建设。围绕建设西部档次最高的蔬菜批发市场，抓好云阳和龙泉蔬菜批发市场的改造，进一步提高服务质量和水平。鼓励和支持蔬菜流通中介组织的发展，培育一批从事菜菜销售的农民经纪人，壮大蔬菜营销队伍。
五、拓展蔬菜销售渠道。充分利用现代销售网络，积极引进直销、配送、订单等新型流通模式，不断开拓市场，提高我县蔬菜产品的市场份额。
六是培育龙头企业。立足蔬菜资源优势，积极发展蔬菜精深加工业，努力增加蔬菜附加值。着眼国内外蔬菜产业发展的趋势，积极创造条件，加大招商引资力度，引进建设1—2个蔬菜加工企业，落户，实现蔬菜加工的新突破。
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