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论文编号：	4058
作者编号：	2220090958
上传时间：	2012/3/15 10:54:52
中文题目：	舒能公司中国发展战略研究
英文题目：	About Suhner’s Development Strategy in China
指导老师：	薛有志
中文关键字：	工业技术企业;发展战略 ;差异化 ;多元化
英文关键字：	Industrial Technology;Development Strategy;Differentiation Diversification
中文摘要：	本文根据作者职业经历，紧密结合舒能（苏州）工业技术有限公司（以下简称舒能中国）的经营实践，在中西方代表性理论和思想框架的指导下，深入浅出地剖析了中小规模的弱势企业在中国实现立足和成长的战略管理思路。在产品成熟、竞争激烈的市场环境里，舒能中国只有充分发挥自身的特色资源与核心能力，采取差异化战略才可能取得竞争优势。把差异化作为舒能中国规避资源消耗战，满足客户个性化与多样化需求，巩固客户忠诚度的基本有效手段。品牌建设与归核的相关多元化则是公司业务与整体实现成长的有效战略。舒能是一家中小规模的集团公司，之前的经营活动主要集中于欧美，在中国鲜被问津。可支配资源的有限性和家族企业的保守风格决定了舒能中国分部必须走综合平衡的发展道路，积极而适度地在利润保证、规模增长和风险分散之间达到平衡。在战略实施和控制方面，作者牢牢抓住舒能中国发展的战略关键要素予以阐述，即围绕着和谐的人本文化、围绕着艺术的战略领导和围绕着创新的战略柔性。创新是企业在动态环境下实现差异化与竞争优势的根本源泉。有所为，有所不为。舒能中国战略管理源自对战略物质性、精神性和动态性的深刻理解和统一运用。坚持特色（包括产品特色和服务特色），坚持柔性，坚持创新，关注效率、人本文化和领导艺术构成对舒能中国战略管理的坚强柱石。这个案例对中小企业，尤其是那些后进入中国市场的外资中小企业的战略管理富有理论和实践的指导意义。这也是本文的创新价值所在。
英文摘要：	This paper is based on author’s professional career. Exactly in line with his personal management experiences at Suhner (Suzhou) Industrial Technology Ltd. (abbraviated to Suhner China in the following), the author explained the difficult strategic manageent thinkings about how to gain a footfold and realize growth of a small and medium-sized company in China, guided by the Western and Chinese representative theoretic frameworks. Being in a full-grown and completely competitive market, Suhner China can win competitve advantages, only if he makes the best use of his own specific ressources and core competence and carries out the Differentiation Strategy. Realization of differentiation acts basically as an effective mehtod of Suhner China to avoid “a war of attrition”, to satisfy customers’ individual and diversified demands and consolidate customers’ loyalty, while the Brand Strategy and Re-focused Diversification Strategy are efficient for growth of corporate business from a general perspective. Suhner is small and medium-sized group company in Switzerland, and his previous business has mainly been active in Europe and US, rare in China. Being limited by disposable ressources and having typical conservative style of a family-owned corporation, Suhner branch in China must go the way of multiple-balanced development, aimed at balancing between profit ensurance, scale growth and risc diversification in an active and appropriate manner. In the sector of implementation and controlling of strategy, the author firmly centralizes his elaboration on critical elements of strategy for development of Suhner China, i.e. the human-oriented culture with harmony, the strategic leading with art and the strategic flexibility with innovation. Innovation is the fundamental source for winning differentiation and competitive advantages in a dynamic environment. Something to do and something not to do. Suhner China’s strategic management originates from deep understanding of and complex application of the material, spiritual and dynamic characteristics of the term strategy. Sticking to speciality (incl the speciality of product and service), flexibility and innovation, caring for efficiency, human-orientation and leading art, the strong foundation for Suhner China’s strategic management exists. This case is very senseful for small and medium-sized companies, especially those foreign ones newly entering Chinese market, on the theoretical and practical level, where the value of innovation of this paper has its presence.
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