商务战略期末论文Word文件下载.docx

商务战略期末论文Word文件下载.docx

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ZhouWeifeng（20085878271）

CLASS:

InternationalTrade

MAJOR:

BusinessStrategy

TO:

Will.Zhang

DATE:

May27,2010

Contents

Introduction3

Section1.CurrentStrategyEvaluation4

1.1Thecurrentstrategy4

1.2Strategyevaluation4

1.2.1.Suitability4

1.2.2Feasibility5

1.2.3Acceptability6

1.3RiskAssessment7

1.4Objectiveandstrategy9

1.5PersonalRiskSensitivityReview10

1.6Acomparisonwiththemajorcompetitor’sstrategy11

a.thecurrentstrategyofthemajorcompetitor11

b.thecompetitiveadvantagesoverthecompany12

Section2.Designorselectastrategyorstrategiesforthecompanyandevaluateit.13

2.1Corporatestrategy13

2.1.1.Achartofthestrategylevels13

2.1.2Retreatmentstrategy15

2.1.3Objectives15

2.1.4Theresourcerequirementinimplementingthecorporatestrategy15

2.2TheSBUstrategy16

2.2.1Thegrowth16

2.2.2Thedirectionofgrowth20

2.2.3Diversification22

2.2.4Marketentrystrategy22

2.2.5Competitivestrategy23

2.2.6Evaluatetheresourcerequirements23

2.3.Functionalstrategy26

2.3.1MARKETING26

2.3.2R&

D27

2.3.3OPERATIONS27

2.3.4HRM27

2.3.5IT/IS28

2.3.6FINANCE28

Section3.Makeadetailedactionplan28

3.1Stagesofstrategyimplementation28

3.1.1Thestage28

3.1.2．Timescale:

28

3.1.3.Theobjective29

3.1.4.Significant29

3.1.5.Thekeyelementsofsuccess29

3.1.6Risk30

3.2therolesandresponsibilitiesofthetopmanagers30

Conclusion33

References34

Appendices35

Introduction

ThisreportismaintoexplaintheHaier’sdevelopment,andwemakeastrategyforfuturewhichdependsonwhatwehavecollected.Thisreporthasthreesection,thefirstsectionismaintoexplaintheHaiercurrentstrategy,andevaluatethestrategy,thissectionhassixparts,wehasanalysistheHaiercurrentstrategyinsuitability,feasibility,andacceptability.ThenextsectionismaintoletusdesignorselectedastrategyforHaier.AndchoosestheapplianceasaSBUtoanalysis,andmakeajudgment.Thelastsectionisexplainthehowtofinishthefuturestrategy.Andwewillfinishitinthreestages.

Section1.CurrentStrategyEvaluation

1.1Thecurrentstrategy

TheHaiercurrentstrategyisGlobalBrandBuildingStrategyPhase,Haier'

sdesigncenters,manufacturingbases,andtradingcompaniesinover30countrieswillcometogethertoshareglobalresourcesthroughasingleinformationplatform.Andthefutureisbuildagardenwithoutfences,HaierisstillbasedinChina,radiatingtotheworld;

whileintheGlobalBrandBuildingPhase,HaieraimstobuildalocalHaierbrandineachgeographicareaallaroundtheworld.Theachievementsofobjectiveisintegratingitscentersaroundtheworld

1.2Strategyevaluation

1.2.1.Suitability

Intheinternationalmarket,withthedevelopmentoftheeconomicglobalization.HaierdonotwanttobethebrandofChina’smanufactureonly.Theywanttobetheoneoftheinternationalmarket.

Haierchoosethedifficultmarketforitstargetmarket.Itfitsthedevelopmentofawell-knowncompany.Furthermore,underthestringentrequirement,cancreateexcellentproduct.Ithasahighinternationalcompetitivenessfromit.

Haierbuiltfactoryoverseasstartingfrom1995.buildupadesigncenteratBoston,marketingcenteratNewYorkandbuildingcenteratSouthCarolinain1999.IfHaiersucceedinAmericamarket,itcangetveryvaluableexperiences.ThechangeofHaier’sdevelopingstrategyiscorrect.Haiersuitthetrendofinternationaldevelopmentquickly.BecauseofthefinancialcrisisinSoutheastAsiaandEastAsiain1998,China’sexporthasaffectedseriously.However,Haier’sinternationalstrategygrabthemarkethomeandaboard.ItcreatemanyprofitanditisthebaseofHaier.

WhenHaier’swashingmachineenterEuropein1997,HaierisnotfamiliarwithEuropean’shabitofconsumption.Becauseoftheobstacle,Haieremploythelocaltomanagethelocalmarket.Inthisway,thecustomerswillaccepttheproductproducebyHaiermoreeasily.ItmakesHaierenterEuropemarketquickly.

Haier’srefrigeratorhasalreadyenteredAmericamarket.ManyAmericanknowthatHaierisarefrigeratorproducer.Becauseofthebrandeffect,Haier’swashingmachinedonotneedtoomuchpromotion.PeoplethinkthatHaier’srefrigeratorisquitegood.So,theyarewillingtobuyotherproductproducebyHaier.Thismethodseizepeopleconsumptionlogo,itsuittopromoteaproductdiversificationbrand.

InEurope,itneedsabout1yearforanewproductfromdesigntobuild.However,Haieronlyneedonemonthtoreleaseanewproduct.So,HaiernotonlysatisfiedEuropeanneedontheproductdesign.Moreover,Haiershowsthequickreactionwhichisothercompanycannotfinish.Itmakescustomerscanusethenewestproductintheshortesttime.

1.2.2Feasibility

Haierbuildinformationstationanddesignsubsectionoverseas.Haierinformationstationfilterandclassifiedtheinformationandsendtheusefulinformationtodecision-makingdepartment.Haier’sdirectorcaneasilygrasptheneedsofoverseasmarketanddecidethecompany’sdevelopment.ThiskindofstrategyprovidemanyadvantageforHaier.

Haieruselocalizationstrategyinoverseascompetition.Haierhasdesign,productionandsellinginAmericamarket.ThepurposeofthisistounderstandmoreaboutAmericamarket.Doingreactionmorequicktothechangeofthemarket.Someonewhofamiliarwiththemarkettomanagecanletthecompanytodobetter.

Thedifferentofthemarketrequiretoexploitdifferentproductcontinuously.Haierdependsondifferentdistrict,differentenvironmentanddifferentcustomerstoexploitdifferentproduct.ItisbecauseHaieralwaysexploitproductsbythemarketneeds.So,Haierhasagoodcompetitiveadvantage.

Haier’sstrategymainconceptisdothebest,fightforthebestandcreatethebest.However,Haierhassomenotsuccessfulstrategy.Forexample,computerandmicrowave.Becauseofthetechnique,Haier’scomputerdonothasadvantageinthesameproduct.Theydonothavethenucleustechnology.So,theymeettheobstacleinIT.IthinkHaiershoulddoafullmarketingresearchtoseewhetherithascompetitiveinthenewindustryornotbeforeenteringintheindustry.Informationageisanageofspeed,companyshoulddotheproductithasadvantage.Itisthekeyofacompanytosuccess.Haierdailydeliverycompletionrate,monthlysalecompletionrateandannualperformancestandardrateblockustousehourandminutetocleanthestoreandhandedintouserdirectly.IthinkHaiercanlearnDell.Set2hoursforasellingcycle.Everyprogressisdonefortheneedsoftheuser.

1.2.3Acceptability

GlobalbrandstrategyisthemarketineachcountrytocreatelocalizedHaierbrand.Haier'

sglobalbrandstrategyimplementationissuestobeaddressedare:

improvingproductcompetitivenessandthecompetitivenessofbusinessoperations.Anddistributors-suppliers,customers,usersachieveadoublewinprofit.Culturalchangefromsingletomulti,andtoachievesustainabledevelopment,InternationalizationHaier,shouldberealizesthedesign,themanufactureandthemarketingallofthemarelocalization,andcanrealizelocalfinancing,thelocalitymeltsthewisdomaswellasthelocalfusionculture,establishestheHaierworld-famousbrand.

Shareholders:

Thisallowsshareholdershaveabroaderchanneltoraisefunds,torevitalizetheintangibleassetstotangibleassets,sothatHaierwillunknowinglyincreasedassetstoshareholdersandstakeholdershavebeendifferentlevelsofincome.Thisdouble-winsituation,inthelongrun,regardlessofHaierCorporation,orthecountry,isavirtuouscircle.

Customers:

Haierentertheinternationalmarket,that'

sagoodopportunitytomakeHaier'

sbrandtoobtainmorespread,thenitcertainlywillstresstheproductqualitystrictly,tobethecustomerofHaierproductsmayusethehighgradeproducts,ontheotherhand,italsowillmeettheirspiritneeds,that‘sreallykilltwobirdswithonestone.

Staff:

Haierisstartedfromasmallworkshoptobealarge-scalemultinationalcorporationwhichbrandvaluehas82,000,000,000,thisenablecompany'

simagetoenhance,simultaneouslytheirownvaluealsohasrealized,andcompanywillhavetheenoughfundtoconstructandtoconsummatetheworkingconditions,willenablethestaffwillhaveagoodworkingconditions,ontheotherhand,staff'

swagewillalsoimprove,sotheyaregladtodotheirjobs.

Policy:

Recentyears,Chinaandtheworld'

spoliticalsituationareverysteady,“peaceanddevelopment”istheContemporaryWorld’stwoprincipalthemes,sothatChina'

scurrentsocialissteadydeveloping,itprovidesagoodpoliticalenvironmentforHair’sdevelopmentundoubtedly.Inindustrialpolicy,Chinaisintheeleventhfive-yearproject,thatmeansChinapaymoreattentiontothedevelopmentofscienceandtechnology,soHaier’sproductionofhighandnewtechnologicalproductswillbeaffectedbythepreferentialpolicy.

1.3RiskAssessment

Physicalrisk:

Theglobalwarmingisbigissuetohuman,theHaierwillproducetheproductionwithlow-carbon.Everyonehasrighttoprotectenvironment,peopleprefertochoosetheproductionwithhighcarbon.TheHaiershouldtoproducetheproductionwithlowcarbontocompetitivewithothers.

Economicrisk:

Worldeconomicenvironmentisnotoptimistic,whileintheGlobalBrandBuildingPhase,HaieraimstobuildalocalHaierbrandineachgeographicareaallaroundtheworld.Itisdifficulttofinish,Haier