TK服装外贸公司发展战略研究

发布时间：2018-02-09 16:26

本文关键词： 服装出口供应链管理企业竞争力品牌价　出处：《南京大学》2017年硕士论文　论文类型：学位论文

【摘要】：我国是服装制造和出口大国,服装出口产业长期以来在国民经济的发展中起着举足轻重的作用。在服装产业价值链中,我国服装外贸企业长期处于低附加值的生产和出口环节,而高附加值的设计与零售环节则由国际服装品牌商享有。随着人民币汇率不断升值,国内劳动力成本逐年上升,国内服装外贸企业的生存发展正遭遇前所未有的挑战。自2005年服装出口配额取消后,民营企业不断进入,服装外贸行业已趋于饱和且竞争异常激烈。在这种严峻的形势下,一些服装外贸企业进行转型,逐渐取缔原先"收购-出口"这种简单的业务模式,向产业链上游延伸,整合服装出口、生产加工以及原材料开发环节,转型成为服装供应链管理商,从而获得了竞争优势与超额利润。TK服装外贸公司(以下简称TK公司)是一家传统的国有服装外贸企业,在失去贸易配额所带来的垄断竞争优势的情况下,根据市场环境的不断变化及时主动地调整和转型,通过成立自有服装生产工厂、设立服装设计打样部门和服装原材料开发部门、同时开发国内外服装贸易市场等措施,目前已是拥有多元化的业务模式的服装供应链管理商。然而随着国内服装产业的转型升级,劳动力成本进一步上升,以及服装供应链管理这种新的业务模式的普遍化,在不久的将来TK公司必然再次面临激烈的行业竞争。由于TK公司的转型路径是从贸易环节向生产环节延生,相比于由传统生产型企业转型而来的服装供应链管理商,其并不具备产能规模效应所带来的低廉的产品价格,从而TK公司将失去已获得的竞争优势和超额利润。在这种情况下,TK公司如何才能充分利用自身的资源与能力,通过调整和转型将其现有业务模式下的竞争优势进一步进行扩大,或者进行业务模式和价值链定位的转型向服装品牌商发展从而形成难以模仿的企业核心竞争力?是本文着重研究的问题。本文将在上述背景下,深入分析当前形势下服装外贸行业的宏观市场环境和产业环境,并以TK公司为案例研究对象,结合供应链管理、企业核心竞争力以及品牌价值等相关理论,通过对TK公司内部资源与能力及其多元化的业务模式进行分析与比较,分别提出了 TK公司在未来不同时期内的发展战略,即在短期内稳定发展现有的业务模式并继续扩大竞争优势;中短期内通过提升产品设计与品质向服装原始设计制造商转型过度;中长期内尝试性的进行自主服装品牌的开发和区域化营销,待产品设计和品质以及自有营销渠道逐渐成熟,全面开拓自主服装品牌业务从而最终实现成为国际服装品牌商,并且阐述了 TK公司发展战略的具体实施措施与战略实施保障。
[Abstract]:China's clothing manufacturer and exporter, clothing export industry for a long time in the development of the national economy and plays an important role in the garment industry value chain, China's garment enterprises in long-term low value-added production and export sectors, and high added value of design and retail sectors by the international brands of clothing enjoy. With the increasing appreciation of the RMB exchange rate, domestic labor costs increased year by year, domestic and foreign trade clothing enterprise's survival and development is experiencing a hitherto unknown challenge. Since 2005 the clothing export quotas, private enterprises continue to enter the foreign trade clothing industry has become saturated with fierce competition. In such a grim situation, some clothing foreign trade enterprises in transition gradually, the original acquisition of export ban "this simple business model, extending to the upstream industry chain integration, clothing exports, production and processing as well as raw materials The development of links, transformation into the apparel supply chain management business, to gain competitive advantage and excess profits.TK foreign trade company (hereinafter referred to as TK) is a traditional state-owned foreign trade enterprises, in the loss of trade quotas monopoly competitive advantage, according to the changing market environment timely and actively adjust the transformation, through the establishment of its own clothing factory, clothing design and clothing proofing department set up raw material development department, at the same time the development of domestic and foreign trade clothing market and other measures, is now has a diversified business model of apparel supply chain management business. However, with the transformation and upgrading of the domestic garment industry, a further rise in labor costs, as well as the general clothing supply chain management is a new business model, TK company in the near future will again face the fierce competition in the industry. Because of the TK company The transition path is extending from the trade link to production processes, as compared to the traditional production enterprises by the transformation of apparel supply chain management business, it does not have to bring capacity effect of the low price, so the TK company will lose has gained competitive advantage and excess profits. In this case, TK company how can we make full use of its own resources and capability, through the adjustment and transformation of the existing business model of competitive advantage to further expand, transformation or business model and value chain positioning to apparel brands development so as to form the core competitiveness of enterprises is difficult to imitate? Is the focus of the article. In this paper, in the background and in-depth analysis of the current situation of the foreign trade clothing market macro environment and industry environment, and takes the TK company as a case study, the combination of supply chain management, enterprise core The core competitiveness and brand value theory, through the analysis and comparison of TK company's internal resources and ability and diversified business model, the paper introduces TK company in strategy in different period of development in the future, in the short term and stable development of the existing business model and continue to expand the competitive advantage; in the short term by improving the design and the quality of products to clothing over the original design manufacturer in the long term transition; make independent clothing brand development and regional marketing, the design and quality of products and its own marketing channels gradually mature, fully explore the independent clothing brand business and ultimately become the international brand clothing business, and describes the implementation of safeguard measures and the strategy of the development strategy of TK company.

【学位授予单位】：南京大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F426.86;F752.6

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