EL公司聚焦差异化战略研究

发布时间：2018-05-23 17:34

本文选题：差异化战略 + 战略调整　；参考：《浙江理工大学》2017年硕士论文

【摘要】：中国现在是最大的玩具生产国和出口国,占中国市场总量的三分之二。EL公司是一家节日玩具贸易公司,还有自营的一个加工厂,主要以手工车缝,塑料制品和五金玩具等产品。该公司所有的产品都是出口到欧洲和美国等发达国家。然而近些年来,我们在对外贸易的玩具出口中产生了很多的贸易壁垒,反倾销等法规的出台,以及越来越严格的测试要求,安全立法,环保和社会责任等要求,对于中国的玩具商业是不小的压力,这些因素也给EL公司节日玩具出口带来了压力。国外市场需要变小,节日玩具出口总量下降。如何在纷繁复杂的生存环境中争得一席之地并且立足长远发展,显得尤为重要。在此背景下,本文综合行业和公司层面,通过分析EL公司所面临的外部环境和内部环境。其中外部环境可以运用外部环境分析常用工具PEST分析方法从政治环境,经济人口环境,技术自然环境,社会文化环境等对EL公司所面临的环境进行逐一分析。对于EL公司内部环境,主要从企业资源,企业能力两个方面对EL公司内部进行分析。同时根据公司的战略目标和SWOT分析,分析公司的竞争三种基本战略和对于这三种战略的有利因素和不利因素。最后,通过公司员工的调查问卷,进行定量战略计划矩阵进行评分,从而得出公司差异化战略的选择。经过层层分析,EL公司选择了差异化战略后,如何进行实施,我们在最后对于差异化战略实施路径和保障进行研究。首先是差异化战略的实施路径,明确目标客户,对于客户需求进行分析,以产品差异化和服务差异化,为导向。其次是差异化战略的保障措施,通过提升战略执行效力,优化组织结构。最后通过流程的改造和培养引进创新型人才等进行差异化战略实施,为EL公司的持续发展壮大提供有效的思路。
[Abstract]:China is now the largest producer and exporter of toys, accounting for 2/3. El, a holiday toy trading company, and a proprietary processing plant, mainly in handmade seams, plastics and hardware toys. All its products are exported to developed countries such as Europe and the United States. However, in recent years, we have produced a lot of trade barriers in the export of toys in foreign trade, the introduction of anti-dumping and other regulations, and the increasingly stringent requirements of testing, safety legislation, environmental protection and social responsibility, etc. China's toy business is no small pressure, these factors also El holiday toy export pressure. Foreign markets need to become smaller, the total number of holiday toy exports fell. How to win a place in the complicated living environment and based on the long-term development, it is particularly important. Under this background, this article synthesizes the industry and the company level, through the analysis El company's external environment and the internal environment. The external environment can be analyzed one by one from the political environment, the economic and demographic environment, the technological natural environment, the social and cultural environment and so on by using the common tools of external environment analysis, PEST analysis method. For El company internal environment, mainly from the enterprise resources, enterprise capability two aspects of El company internal analysis. At the same time, according to the company's strategic objectives and SWOT analysis, this paper analyzes the three basic strategies of competition and the favorable and unfavorable factors for the three strategies. Finally, through the questionnaire of the company employees, the quantitative strategic planning matrix is used to score, and the choice of the company's differentiation strategy is obtained. After layer by layer analysis, the company chooses the differentiation strategy, how to carry out the implementation, we study the implementation path and guarantee of the differentiation strategy in the end. First of all, the implementation path of differentiation strategy, clear target customer, customer needs analysis, product differentiation and service differentiation, oriented. Secondly, it is the safeguard measure of differentiation strategy, which optimizes the organizational structure by enhancing the effectiveness of strategy implementation. Finally, the strategy of differentiation is implemented through the transformation of process and the cultivation and introduction of innovative talents, which provides an effective way of thinking for the sustainable development and growth of El Company.
【学位授予单位】：浙江理工大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F426.8;F752.62

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