JDF实业有限公司发展战略研究

上海交通大学硕士学位论文JDF实业有限公司发展战略研究姓名：郭庆喜申请学位级别：硕士专业：工商管理指导教师：过聚荣20080113JDFJDFPEST(IFEEFE)SWOTQSPMTHERESEARCHINTODEVELOPMENTSTRATEGYOFJDFINDUSTRIALCOMPANYABSTRACTAstherapiddevelopmentofournationaleconomy,thefurnitureindustryhasbeengrowingfastintherecentyears.However,facingtheever-openingdomesticmarket,Chinesefurnitureindustryisexperiencingaseriesofchanges,which,inturn,havebroughtdeepinfluenceoverthefurnitureindustry.JDFIndustrialCompanyisspecialinfurnitureretails.Itisofvitalsignificanceforthestrategicplanningofacompletesystemforthecompanytomaintainandstrengthenitsstrengthsintheever-changingmarketenvironment,toavoidthethreatfromchangeswithpolicyenvironmentbetweenvariousindustries,andfinallytobuildupitsowncompetitiveedgesandfurtherexpanditsmarketposition.Thisarticlehasconductedasystematicstudyonitsdevelopmentstrategybymakingasufficientuseofthemodernstrategymanagementtheory.PESTmodelisemployedforadetailedanalysisovertheexternalenvironmentoftheindustry.Comparisonofcompetitivenessofcompetitorshasbeenmadewithcompetitoryfactormatrixwhilevaluechainmethodisadoptedforanin-depthanalysisintotheresourcesandcapabilitiesofthesaidcompany.Commentsaredeliveredinthemeantimeovertheopportunities,threat,itsstrengthsandweaknessesthatthecompanyisfacingwithbyusinganalysismatrixofinternalandexternalenvironmentsoftheenterprise,SWOTanalysisapproachisusedtofindoutthealternativestrategicschemeforthecompany.Thefinalmethodadoptedisquantitativestrategicplanningmatrixassessment,whichhasofferedthecompanywithitsstrategicorientationandrecommendationsonhowtosecureitsstrategicimplementationaswell.KEYWORDS:strategy,furnitureretails,SWOTanalysis,quantitativestrategicplanningmatrix200811420081142008114MBA1MBA2JDFJDFMBA3JDF(1).(2).(3).JDFMBA4JDFJDFJDFJDFSWOTIFEEFESWOTQSPMMBA5(1)+(2)+(3)+JDF1200676410.013.7%254021.3%20—35%10MBA660033720063.70.15%200635%15000200610%10%“”“4520”2JDF3MBA742006“51E1=1.5mgLE2MBA8=5.0mgLE1E2E1E2E2“”1.5mgL1.5mgL“”VOC2006“”MBA9220062005“”200426242006102678.2620052436.919.9%318,458.22005267,048.619.25%2006118.912005105.598.5%1653.758.97%141,286.324%85.44200510.362005153,105.615.72%172.932005166.563.82200610508.712005502.161.3%139,249.92005124,06812.64%276.49200527.611.1%20061103187.0220052939.078.4%458,208.136.9210.35%13.6%8.2%1.17%200620062007MBA1020067020073OEM20037142712200412004674.9%24.43%10210.92%198%1191251098.64%60.79%-16.7%42006OEM45MBA11620042006JDFJDFJDFJDFJDFJDFJDFJDFMBA12110·8·2005328·1200·20055·20025200830~504071085%80%200480082-1995“MBA13”2002“”“”“”2003“”“80ZARA”ZARA—2-3ZARAZARAHOMECOUNTRYCHILDREN0-18OUTLETMBA14LUXURY“”“=++”“”31984“”“”100——MBA15“”“”200743015000“”2004JDF19436220044440005304701050560708.4209124001.5MBA16200742.5420077-1020102021B.V.B.V.B.V.B.V.MBA1720003466991303459401218%OEMOEMJIT15%MBA18MUJIBoConcept®1919BoConcept®88%199423139BoConcept®1995152530402002822‘’‘’1981NoNameisGoodNameMBA1980215000MUJIWORLDMUJI3(1)(2)(3)MUJIMUJIMUJIMUJIMUJIMUJIMBA20Table1TheDifferencebetweenIKEAandtheothertraditionalfurnitureretailsMBA21101313485734831000348(2)30(3)(4)(5)327680100600620%%1207MBA22860300012005200613%20012006139.6%CreditSuisse3.8%201483.711%2007,2014120032005()FIGURE1Domesticsalesfrom2003to2005MBA2322005“”2005“”4/12/2005199878%320082010WTO46010MBA242FIGURE2Theproportionofallkindsofcustomers1(2)200734“”“”“”“”MBA2556000600MBA26PESTJDFJDF1MBA27.8%2003GDP10002004420054.320063.820073.220057.4200620077.27GDP19792004GDP9.6%0.22004GDP10.1%2005GDP9.9%2006GDP21087111.1247375.010316213.08297210.811.748.939.481997200532.9%,42.7175.820//35002001“564.7MBA2820”200424.97219972005TABLE2Thegrowthofdomesticsalesfrom1997to2005202020101515520107000500050200580092010123015-16185-200“”20042730336.61500300-4002211007009%MBA2930%2,198019992003WTOMBA30“”“”“”JDF34313485734831000348MBA31420200534263391094350010060MBA32703FIGURE3ThedifferencemodelsaccordingtothenumberoftheproductionMBA331.1IKEA232MBA34380902090417819432000100MarianGrabinskiMTPAkeFribryter1969PRIVATKUBIST2005150OEMMBA356~8HOLAB&QHOLA19982007414200830JDA562005500020061.34200911HomeDepotHomeDepotTheHomeDepot19872200200020022007826612200581520061MBA36,4JDFFIGURE4TheorganizestructureofJDFcompanyMBA37JDFCEOJDFJDFCEO3CTO,CFO,COOCTOCFOCOO1-3JDF500180406JDF3JDF20052006TABLE3Thevaluesheetsof2005and200620062005482713052913787828224592290027270622610.22224522245MBA38JDF20061.231.061.52.55%35.79%2.7%JDF1.JDF1.52.552.JDF1.231.063.200635.79%2.7%2005JDF270%231%2222005177JDFJDFMBA3952040JDF501015OEMJDFJDF1802016063301328CEOCFOMBACTOCOOMBAJDF1.JDFJDF2JDFMBA40(3)(4)..1JDF32JDFEMBAJDFSWOT2080SWOTStrengthWeaknessOpportunityThreatMBA41SWOTSWOT12SWOTSWOT3SWOT2004957420051049320061175910200437.7%200635.82MBA423197817.9200441.82034551978FIGURE5Chinaurbanproportionfrom1978420200525003.8563134857348310003483487MBA4320075CPI2345JDF267JDF6010CEOCOOCEOCOOMBA442JDF3CTO804COOMBA55JDF6JDFJDF7JDFJDF1.23456MBA4572IKEA60MBA46MBA47MBA48MBA49MBA50MBA51MBA52MBA530.61510.512630.269140.246050.107660.118370.1098MBA54MBA55MBA56MBA57MBA58MBA59MBA60MBA61MBA62MBA63MBA64MBA65MBA66JDF实业有限公司发展战略研究作者：郭庆喜学位授予单位：上海交通大学本