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论文编号：	4558
作者编号：	2220091790
上传时间：	2012/9/18 14:37:09
中文题目：	中小型纺织服装出口企业战略管理研究-以SUNWIN公司为例
英文题目：	A Research on Strategy Management of Small and Medium -sized Textile and Apparel Export Enterprises-Take SUNWIN Company as Object
指导老师：	韩德昌
中文关键字：	关键词：纺织服装 中小型出口企业 战略管理
英文关键字：	Key words: Textile and Apparel Small and Medium-sized Export Enterprises Strategy Management
中文摘要：	在当前国际经济形势持续低迷、外贸出口形势日趋严峻的大背景下，我国纺织服装出口企业面临的国内和国际的竞争日趋激烈，特别是其中的中小型纺织服装企业首当其冲。如何应付诸多挑战，走出一条发展之路？是摆在当前中小型纺织服装出口企业面前的一个急需回答的难题。本文以上海SUNWIN公司为研究对象，先分析了当前中小型纺织服装出口面临的形势及存在的问题，再以战略分析、战略选择及战略实施作为战略管理的研究路线，结合SUNWIN的实际情况，理论联系实际，探寻出一条适合SUNWIN长期发展的战略管理之路。首先，对SUNWIN进行战略分析，包括外部环境分析和内部条件分析。外部环境分析包括宏观环境分析和产业环境分析，经过分析后发现整体外部环境相当严峻，特别是在经济环境方面；内部条件分析主要从SUNWIN的财务能力、营销能力、研发能力、生产能力和品控能力方面进行深入分析，就比较优势而言其研发能力相对最强。再通过SWOT分析理论工具，分析SUNWIN的内部优势与劣势以及外部机遇与威胁。第二，通过比较分析三种竞争战略选择：成本领先战略、差异化战略和集中战略，结合SUNWIN公司实际情况进行分析。在成本领先战略方面，SUNWIN主要通过生产基地建设、采购成本及营业费用的控制来实现成本领先；在差异化战略方面，SUNWIN通过建设强大的设计及营销队伍，注重产品创新设计、营销模式创新以及品牌建设，取得了行业领先，来实现差异化战略；在集中战略方面，SUNWIN坚持聚焦战略，一直专注于做特色家用纺织品和特色家用服饰。通过以上的分析总结， SUNWIN的最终战略选择是集中差异化战略。第三，在战略实施方面，根据SUNWIN集中差异化战略的指导，结合公司实际，以及通过平衡计分卡理论工具的运用，对关键业绩指标（KPI）、组织结构、企业文化和关键流程进行了设立和完善，进行战略部署。同时，制定了2012年的年度规划目标以及相应的战略措施。最后，通过对SUNWIN的战略管理研究，希望能对其他中小型纺织服装出口企业以借鉴和启发。
英文摘要：	Under the circumstance of current doldrums international economic situation and increasingly grim export situation, China's textile and apparel export enterprises are facing the domestic and international competition is becoming increasingly fierce, especially the small and medium-sized textile and apparel enterprises to be the first to bear the brunt. How to cope with the challenges, how to develop? It’s urgent to solve for the small and medium-sized textile and apparel export enterprises. This thesis takes Shanghai SUNWIN Industry company as the research object, at first it analyses the current situation and the existing main problem that the export enterprises face, then takes strategy analysis, strategy choice and strategy implementation as a strategic management research route, combined with SUNWIN’s current status, through the way of linking theory with practice, to explore a way of strategic management suitable for SUNWIN’s long-term development. Firstly, SUNWIN’s strategic analysis includes the analysis of external environment and internal condition analysis. The external environment analysis includes analysis on macro environment and industry environment analysis, through the analysis we find that the overall external environment is quite severe, especially in the economic environment; internal condition analysis mainly from the SUNWIN’s financial ability, marketing ability, research and development capabilities, production capacity and quality control capacity, from the analysis we can see that its R & D capability is relatively the strongest. Through the SWOT analysis tools, we analyze SUNWIN’s internal strengths and weaknesses, external opportunities and threats. Secondly, through the comparative analysis of three kinds of competition strategies: cost leadership strategy, differentiation strategy and focus strategy, combined with the practical situation of SUNWIN. As per the cost leading strategy, SUNWIN mainly through production base, procurement costs and operating costs to achieve the cost control; in the differentiation strategy, SUNWIN has a very strong design and marketing team, through product design innovation, marketing mode innovation and brand building, she achieves industry-leading; focus on strategy, SUNWIN insisted on focusing strategy, has been focused on the characteristic home textiles and household clothing. Through the above analysis, finally SUNWIN choose focused differentiation strategy as her strategic choice. Third, for the implementation of the strategy, according to SUNWIN’s focused differentiation strategy, combined with SUNWIN’s current status, by using the tool of the Balanced Scorecard, we set up and perfect the key performance indicators ( KPI ), organizational structure, corporate culture and key processes, to complete the strategic plan. At the same time, we develop the 2012 annual planning objectives and the corresponding strategic measures. Finally, through the study of strategic management, we hope it can be a lesson to other small and medium-sized textile and apparel export enterprises.
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