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论文编号：	5856
作者编号：	2120112740
上传时间：	2013/12/5 15:08:38
中文题目：	安利（中国）发展战略研究
英文题目：	Amway China Development Strategy Research
指导老师：	赵伟
中文关键字：	直销，安利（中国），雅芳（中国），营销战略
英文关键字：	Direct-selling, Amway, Avon, Marketing strategy
中文摘要：	上世纪90年代，世界直销巨头，雅芳，安利等相继进入中国，拉开了中国直销业迅猛发展的序幕。直销作为当下比较进步的营销方式，一经进入，便得到了大力的普及。但同时，在利益的驱动下，非法传销企业开始利用这套营销制度进行非法活动，并一度影响到我国的社会稳定。1998年，国家从社会安定角度出发，一纸禁令，全面禁止我国的直销活动。从此，我国的直销业进入了调整期。随后国家批准了一些企业可以进行整改后继续营业。直到2005年，中国正式出台了《直销法》，标志着我国直销业调整期的结束，进而进入了规范化的发展阶段。经过这近10年的调整，有些企业退出了中国的市场，有些转而进入常规化的生产经营方式，而另外一些以安利（中国）为代表的企业，成功的顺应了中国市场，并通过在中国取得的巨大成功一举击败雅芳，成为世界直销业的领头羊。相同的环境，不同的结果，不禁让我们思考，是什么影响了最终的结局？在中国发展的外资企业应该如何应对中国国情？中国本土的直销企业应该何去何从？本论文分为六章，第一章主要概述了中国直销业的发展历程，从1990年开始萌芽，到90年代中期的迅猛发展，接着经历了98年的“一刀切”和2005年的《直销法》正式颁布，再到现在直销业的发展。提炼出安利（中国）虽然在这场动荡中经受了磨砺，但最终成功的适应了中国国情，并取得了辉煌的成就，一举击败雅芳，成为世界直销业第一。由此，进入研究的方式方法，对安利（中国）进行研究，希望提炼出有助于其他企业发展的因素。第二章主要介绍了战略管理的相关理论基础。在当代企业的管理中，战略管理是至关重要的一部分。从上世纪60年代，战略理念的提出，到后来迈克尔波特的物理模型等，战略管理经历了不断地完善和发展，本章对战略管理的理念发展进行了梳理，而且详细介绍了两种分析模型，为接下来的分析奠定基础。第三章对安利（中国）的概况进行了介绍并对其发展状况进行了分析。中国作为一个发展中国家，各种经济和法律制度还不健全。所以在中国的发展，不同于欧美等国。但又由于中国13亿的人口，形成了全球最大的消费市场。所以外资企业都不约而同的像进入中国发展。面对中国的具体国情，要有清醒的认识，并准备相应的措施进行应对。第四章是本论文的分析章节，分别运用PEST模型和SWOT模型对安利（中国）的内外部环境进行了分析。第五章是第四章的延续和发展。在第四章进行了内外部环境分析后。本章对安利（中国）的发展战略进行了研究。分别分析了其战略方针，并选择差异化战略作为其未来的发展战略。第六章是结论。通过第三章和第四章的研究，在这一章将前面章张研究的内容经过提炼，得出对其他外资企业或者直销业的其它企业有指导意义的方面。并在最后提出了本文研究的不足和相关展望。
英文摘要：	In 1990s, the head of direct selling Avon and Amway stepped into China one after another, that indicated the beginning of the rapid development in the Chinese direct selling business. As one of the advanced marketing method, it’s quickly spread all over China once it was introduced. Meanwhile, illegal companies, under great interest, took advantage of this method to carry out illegal activities, which eventually made a bad effect on the safety of the country. In 1998, given the bad social affect, Chinese government forbade all direct selling business. From then on, Chinese direct selling business started to be adjusted. Later, some companies were allowed to continue business just if they could comply with the government rules. The issue of the “direct-selling regulation” in 2005, indicated the end of the adjustment period and the beginning of regular development on direct-selling. Going through the 10 years’ adjustment, there are so different results some out of China, some stay, some great achievement, like Amway, who defeated Avon, became NO.1 in the world direct-selling business. We will be willing to think to study the process, to know what made the difference. And that will guide what the foreign companies have to do to get into China, and what the local companies have to catch up with those winner. The thesis has been divided in to six chapters. In the first chapter, it mainly introduced the development of the Chinese direct-selling business. It started from the beginning of 1990s and got to a booming stage in the middle of 1990s. Later it was wholly forbidden by Chinese government in 1998. It stepped into a regular development until the “direct-selling regulation” has been issued in 2005. We can see the mass difficulty in the process, but Amway got out of the adversity and finally defeated Avon, became world No.1 in the direct-selling business. And then, some research methods are introduced. I hope some useful message about the company development can be concluded In chapter two, some theoretical basis has been listed. Strategy management is an essential part for a modern company. From 1960s, the concept of the strategy management was presented. It has been well perfected during these periods. And these analysis models are specified for the preparation of the following analysis. In chapter three it introduces Amway China and the development condition has been analyzed. As a developing country, the economic and legal regulation is not complete in China, so the foreign company may encounter some problems they never see in Europe or USA. But the big population of 1.3 billion is definitely attracting these companies to set its factory in China. Chapter three is the one of analysis. Two analysis models has been used to do the study of the environment of Amway China. Chapter five is the development of chapter four. The development research has been done after in and out environment of Amway China was analyzed in chapter four. The difference-making strategy has been chosen as the future strategy of Amway China. Chapter six is the conclusion. We abstract some useful message by the research in chapter three and four. And I point some deficiency and make some sight into the future.
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