DBB公司的战略管理研究

上海交通大学硕士学位论文DB&B公司的战略管理研究姓名：余珺申请学位级别：硕士专业：工商管理指导教师：孟宪忠20060115DB&BDB&BDB&BDB&BDB&BSWOTDB&BDB&B(1)(2)DB&BDB&BDB&BTHESTRATEGICMANAGEMENTRESEARCHOFDB&BPTELTDABSTRACTThefocusingpointofglobalinvestmenthasbeenshiftedfromthewesterntotheeasternduetoglobalizationofeconomy.MostofindustriesincludingofficeinteriordesignfieldhavebeenaffectedseriouslyinSingapore.TheofficeinteriordesignfieldisverycompetitiveinSingapore.DB&BPteLtdexpandedveryfastduringearlystage,becameoneofleadinginteriordesignconsultancycompaniesinthisfield.However,theprofitofDB&BPteLtdhasdecreasedduringrecentthreeyears.ThisthesischoseDB&BPteLtdasaresearchcaseofSingaporeofficeinteriordesigncompanies,usedstrategicmanagementtheory,analyzeditsinternalandexternalstrategicfactorsandrecommendedtheimprovingstrategiesforDB&BPteLtd.Thefirst,thethesisanalyzedtheexternalmacroandmicroenvironmentsofDB&BPteLtdAccordingtotheaspectsofpoliticalenvironment,economicenvironmentandsocialenvironmentetc,themajoropportunitiesforDB&BPteLtdareasfollow:1)Asiaeconomyblooming2)Export-orientedeconomicpolicyofSingaporeGovernment3)HighqualityrequirementofdesignandbuildfromMNCcustomersThefollowingsarethemajorthreatens:1)Highcompetitiveinthefieldofofficeinteriordesign2)ThehighbargainingpowerfromcustomersThesecond,thethesisanalyzedtheinternalenvironmentofDB&BPteLtdaccordingtocompanyresourcesincludingorganizationstructure,culture,marketing,financial,design,andhumanresourceetc..ThethesisalsoconcludedthatthestrengthsofDB&BPteLtdareexcellentdesigncapabilityandsufficientfinancialsupports,theweaknessesarehighcostingandlowprofit.Thethird,thethesisusedSWOTmethodtoanalyzeStrength,Weakness,OpportunityandThreatenandformedfourtypesofstrategiesincludingSO,ST,WOandWT.Theforth,thethesisconcludedthatstrategyofDB&BPteLtdshallcombinegrowthstrategyascorporatestrategywithdifferentiationfocusasbusinessstrategy.1)BackwardIntegrationTolowertherawmaterialcostandtoimprovetheprofitlevel,andatthesametime,toachievethebetterquality,DB&BPteLtdshouldreplacesomesuppliers’activity.2)OverseaMarketingDB&BPteLtdchoosesShanghaiaspenetrationpointofChinamarket.Thedifferentiationfocusbusinessstrategywaschosenbaseonthecorecompetitivecapabilityofhighquality,fastresponseandcreativity,DB&BPteLtdshouldfocusonMNCandprovidehighqualityproductandservicetomaximizetheprofit.Thelast,thethesisincludedtheadjustmentofenterpriseculture,organizationstructure,humanresource,regulationsandpolice,alsoincludedscheduling,budgetingandapplicationofstrategy.DB&BPteLtdisatypicalSingaporeMedium-Smallenterprisefacingsuchsituationsandproblems.Theanalysismethodandrecommendedstrategiescanbeappliedasreferencetoothers.KEYWORDS:Competition,VerticalIntegration,CorporateStrategy,BusinessStrategy,DifferentiationFocus200611520061152006115DB&B(DB&B)DB&B3DB&B2000DB&BMBADB&BDB&BDB&BDB&BSWOTDB&BDB&BMBADB&B1DB&B1.1DB&BDB&B9DB&B1996272004DB&B440%10%1.2DB&B1996DB&B20002002DB&B2005DB&B1.3DB&BDB&B1996DB&B2002DB&BDB&B--MBADB&B21.4DB&BDB&B99005200220042(1-1)190403.5320655502123128802642511243242710552691110832910.0988521120200400600800100012001996-19971998199920002001200220032004销净1-1DB&B9()1.5DB&BDB&BMBADB&B3DB&BDB&BMBADB&B4DB&B()2.12.1.1DB&B2.1.2(1)()MBADB&B5(2)30DB&B(3)(4)()()()80MBADB&B619902.1.32.1.42.1.5MBADB&B7DB&B5020(1)20(2)(3)(4)2.2()2.2.1(1)MBADB&B8(2)(3)(STYLE)(DB&B)MBADB&B9CBRE211998200520056.0%B(2-1)MBADB&B102.2.2.5.(2-2)5522.DB&B5(1)MBADB&B111999DB&BDB&BDB&BJTCSIA(2)DB&B25%MMoserDPerseption(2-3)MMoser19819MMoserDPerseption1991MBADB&B12DPerseptionDB&B18%48%D'perseption12%MMOSER22%MMOSERD'perseptionDB&B23DB&B(3).DB&B,DB&B(4)MBADB&B13DB&B510DB&BDB&B(5)DB&BDB&BDB&BDB&B2.3(EFAS)DB&BDB&B(EFAS)2-1DB&B(1)(2)(3)DB&BDB&B(1)(2)DB&BMBADB&B1421DB&B(EFAS)(O)•DB&BDB&BDB&B•DB&BDB&B•DB&B•DB&BDB&B•DB&B•DB&BDB&B•DB&B(T)••DB&B•MMoserDperseptionDB&B•DB&B•DB&B•DB&B•DB&BMBADB&B15DB&B3.1(1)DB&BDB&B8233-131DB&B12MBADB&B16(2)DB&BDB&B(3)DB&BDB&BDB&B3.2(1)DB&BDB&B(2)DB&B(3)DB&BDB&BDB&BMBADB&B173.3(1)DB&B1580DB&BDB&B20%-30%DB&BDB&BDB&BDB&BDB&B6DB&B(2)DB&B2003MBADB&B1831DB&B220042003/10.951(+)/5.2%(9.3%)5%(-)/24%27%25%ROI/2.3%(2.5%)7%ROE/2.2%(2.0%)6%DB&BDB&B1999DB&BDB&B(3)DB&BDB&BDB&B(4)R&DDB&B9DB&BMBADB&B193DVIZ3DVIZDB&BDB&BCAD3DVIZPhotoshop(5)DB&B(6)DB&BDB&BDB&BDB&B(7)3.4DB&BDB&BMBADB&B20DB&B()()()DB&B3.5(IFAS)32DB&B(IFAS)(S)•DB&BDB&B•DB&B•••DB&B(W)•••••DB&B3-2DB&B(1)(2)(1)(2)(3)DB&BMBADB&B21MBADB&B22SWOT4.1SWOTSWOT(STRENGTH)(WEAKNESS)(OPPORTUNITY)(THREAT)(4-1)41SWOT(Strength)(Weakness)(Opportunity)(Threat)SWOTTOWSSOSTWOWT(1)SO(2)ST(3)WO(4)WT4.2DB&BDB&BTOWS4-2MBADB&B2342DB&BTOWS(IFAS)(EFAS)(S)•DB&B••••(W)•••••(O)•••••••SO•WO••(T)•••MMoserDperseption••••ST••DperseptionWT•MBADB&B24DB&B()()()DB&BTOWSWTSTDperseptionDB&BDB&BWODB&BDB&B(1)(2)5.1DB&B(1)DB&B(2)MBADB&B25(3)(4)(5)DB&BDB&B5.1.1DB&BDB&BDB&BDB&BMBADB&B265.1.25.1.2.1DB&B(1)(2)DB&BDB&BDB&BDB&BMBADB&B2751DB&B(3)DB&B,DB&BDB&BABADB&BMBADB&B2852A5-2DB&BDB&BDB&BDB&BDB&B5.1.2.2(1)MBADB&B29DB&BDB&BDB&B(2)DB&BDB&BDB&BDB&B5.1.2.3(1)DB&BDB&B(2)7980DB&B(3)90DB&BDB&B(4)DB&BMBADB&B305.2DB&B.DB&B5.2.1(1)(2)DB&B(3)MBADB&B31DB&BDB&B5.2.2DB&BDB&BDB&B(1)DB&