商务战略期末论文.docx
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商务战略期末论文
StrategicPlanning
forHaier
-EvaluationSelection&Implementation
NAME:
ShaoXiayu(20085878339)
ZhangYajie(20085878335)
LiangZhanning(20085878087)
YangZheng(20085878040)
LaingHan(20085878018)
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