天津888精密机械制造有限公司发展战略研究AStudy

AStudyontheDevelopmentStrategyofTianjin888SewingMachineManufacturingCo.Ltd.∗WTO888PESTSWOTBOSTON888888888∗02EMBA1AbstractAlongwiththerapiddevelopmentoftheworldeconomicintegrationandtheenormouschangeofthecompetitiveenvironmentsinceChinajoinedtheWTO,thestudyonestablishingacompetitivestrategybecomesessentialbothforthewholenationaleconomyandspecifically,foroursewingmachineindustry,whichisputanemphasisonthefunds,high-techandlabor.Thesewingmachineindustryhasachievedmarvelousperformanceforyears,inthecategoryofitsproductionscale,theproductsvarieties,anditsfunctions.MoreandmorefamoussewingmachinemanufacturershavestartedtheirinvestmentandbuiltplantsinChinatoimplementthelocalpurchasestrategy,whichhasrocketedtherapiddevelopmentofthelocalprivatecomponentmanufacturers.888maybeoneofthebestexamples.OnthebasisofPEST,Porter’sFive-PowerPrinciple,SWOT,BostonMatrixandvaluechain,thethesistakescompany888asanexample,toclarifyitsinternalandexternalenvironment,tobuildupitsinfrastructure,tosetupatidydevelopmentstrategy,toraiseamultipleproductsstrategyandaintegratedorganizationchart.Meanwhile,italsooutlinesasupportingmethodincludingthehumanresource,managementinformationsystem,companyculturetoguaranteeitsfeasibility.Finallythethesishasafurtherinvestigationonhowtoclearoffthebarrieronitspace.Itiscomposedoffourunits.TheforwardandChapteronemainlyintroducethegoalofthisstudyandtherelatedtheories.ChaptertwothroughChapterFourarethecorebodyofthethesis,whichanalyzethecompetitionandindustryenvironment,andputouttheframeofstrategy.Thelastoneistheconclusionofthestudy.Thespecifictopicofeachchapterisasfollows:Certainly,thethesismusthaveitsownweakpoints.Yourreviewandcommentarewelcomedatanytime.Keywords:SewingMachineIndustry,DevelopmentStrategy,AnalysisofIndustry2888888888888WTO8888888888888888883zzzzzzzzzzz888z888zzzzzzzz0-14501050%51501(Strategy).··1971·12004105—M·“”2McKensey“7-S”31-1Chandler1962Mintzberg1978Glueck1980Hill199520002199671-331997237“(CompetitiveStrategy)”1-21-2Buzzelletal.(1975).(Building).(Holding).(Haversting)———MilesandSnow(1978).(Defender).(Prospector).(Analyzer).(Reactor)————Poter(1980).(CostLeadership).(Differentiation).(Focus)———Alanetal.1982(Aggressivestrategy).(Competitionstrategy).(Conservativestrategy).(Defensivestrategy)————Segev(1989).(Defender).(CostLeadership).(CostDifferentiation).(Prospector)————Miles&Snow(1978)Porter(1980)Miles&SnowPorterMiles&SnowMiles&Snow(19781984)1-381-3Miles&Snow(defenders)(prospectors)(analyzers)(reactor)Porter(19801985)Porter1-11-1Porter199712381.(Differentiation)2.(CostLeadership)93.1-4Porter—————————————————————199712401-4(Segev,1989Shortell&Zajac,1990)PorterPorterMiles&SnowPorter10PorterPorter1-51-5Miller(1996)Miller&Frieze(1986)Miller(1986)Dess&Davis(1984)Hambrick(1983)44://“”200350%70%962004101://“”“”,,1420035151452520025110536.820026.228.9%512551421010”,://://~1.42004—2005800~1000164.50%14%1600/7014.2175.6.1.2~1.53%~5%16~60%185001.2-22002200320041-52-22002-20041-52002200320041-517401.628%898.5122%2178425%107219%1147116%456.01-12%2560223%227.340%3186344%2282%15869.39%109.113%7817.68%1033932%4871.6-2%19463-11%2.2-3771118,(1)(2)(3)G(4)G(5)G(1)(2)(3)(4)2.23(1)2-58199219932-52002642568951.9613750347200379308807.38768012320.312004.1-6432140223.15415767614.22(2)100035070019(3)2-62-6200290448.121.3%59671.441.4%76572.612.5%52117.334.6%16875.513.2%7554.1117.3%200388101424.965.12%68720.147.38%19”,(4)1)2)3)4)5)6)7)2-2MichaelPorter19892725WTO26278888888888888882004288814008000m254078985“666”GG70%70%GG2003CFED888BA88833-13-188850%30%20%88828888888888888G3-23-2888GCEDFBA3-388803041-81G14410928.9024.02%44301230.7021.45%2C4803438.68.01%3540000.037.36%3EB7132120000.341280000.622.14%21845974406EZB16600002.79%1300002.50%7DZJ16702312.79%2083212.234.33%8ZL6083001.01%1123698.122.34%9FZH867693.321.45%1442365.553.02%102267235637.79%1500000031.10%11Q12003265.3620.00%13242356.327.45%6000000048226016.053-388829GG88804810%00CEFD4-4“”888888123410%GCDFE3-1Boston3-130777666“00”G888888GG777666GCEFD888888888313-28888883-219971237888“666”“”888328888