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论文编号：	8401
作者编号：	2120112615
上传时间：	2016/6/9 16:20:24
中文题目：	宜家家居面向中国市场的竞争战略研究
英文题目：	IKEA towards China market competitive strategy research
指导老师：	石鉴
中文关键字：	差异化战略,低成本战略,蓝海战略
英文关键字：	overall cost leadership,differentiation, blue-ocean strategy
中文摘要：	现代化的市场经济带来了企业间的竞争，企业的竞争又促进了市场经济的进一步发展。为了满足顾客日益增长的需求,企业要根据自身的经营特点制定适合自身发展的战略，进一步需要企业根据内外部环境、资源和能力的变化适时调整竞争战略。目前,竞争战略最著名的理论由美国的Michael. Porter提出的基本竞争战略。依照波特的观点,企业赢得竞争优势有三种可供采用的竞争战略,即总成本领先战略(也称“低成本战略”)、差异化战略和聚焦战略[4]。企业可以从中任选其一作为主导战略,成功实施任何一种基本战略都可以建立竞争优势。但在传统理论中，追求全面的低成本意味着企业战略要全部从成本角度出发,这意味着不可避免的牺牲产品质量或服务；而发过来说，追求差异化就等于不遗余力的与对手区分开，一般伴随着成本的提高。总而言之，差异化战略和低成本战略是一个两难的选择 [24]。然而,近年来的科技进步与管理水平的提升，加上消费者对于产品的需求不在是单一性的，而更加注重个性，这些因素使得低成本与差异化同时起作用成为了可能。 本文以宜家家居企业为研究背景，根据作者在宜家公司多年任职的经验,通过五力模型分析工具以及内外部综合分析工具SWOT对企业面临的现状进行分析,结合宜家年度财政报告等数据、经过研究和总结,力求使研究成果对企业商业模式的运作与发展具有长远的指导意义。首先,在文献的研究基础上对国内外有关竞争战略理论所取得的研究成果和观点进行梳理和总结,并在此基础之上对整个理论的发展贡献和尚待解决的问题进行了简要的评述。其次,在本文的研究阶段,作者介绍了宜家如何通过价值创新同时实现低成本和差异化战略,分析了在开创蓝海的过程中宜家如何重新制定战略布局图,并从更深层面对企业文化、内部管理制度和企业整体管理系统所发挥的作用进行了说明,形成了较为完整的研究框架。最后,本研究的结论性观点主要是:(1)IKEA宜家家居应继续加速在中国市场的扩张，利用规模经济继续发挥成本领先的优势。(2)企业应更好的利用供应链带来的竞争优势。(3)企业应充分利用互联网发展的趋势开展多渠道经营。(4)宜家应复制家居商场与购物中心相结合的运营方式，与其他对手区别开来。 关键词:差异化战略,低成本战略,蓝海战略
英文摘要：	Modern market economy brings the competition between the enterprises, the competition between enterprises promote the further development of market economy. In order to meet customers growing demand, the enterprise according to its own operating characteristics constantly developing their own strategy, further need enterprise according to the change of internal and external environment, resources and capacity timely adjust the competitive strategy. At present, the most famous theory of the competitive strategy is the United States. Michael Porter proposed the basic competition strategy. According to Potter's point of view, there are three kinds of competitive strategy, i.e. the total cost leading strategy (also called a "low-cost strategy"), differentiation strategy and focus strategy, through them company can get advantage among the competition . Enterprises can choose any one as the dominant strategy, successful implementation of every basic strategy can create a competitive advantage. But in traditional theory, the pursuit of low cost strategy means that enterprise consider everything from the perspective of cost, which means that the inevitable sacrifice the quality of the products or services; From the other side, the pursuit of differentiation is to spare no effort to distinguish with rivals, generally comes with the increase of cost. To sum up, differentiation strategy and low cost strategy is a dilemma choice . In recent years, however, the progress of science and technology, even the rise of management level, along with consumer demand for products is not as same, and pay more attention to personality, these factors make the low cost and differentiation can play each role together. Here we take IKEA group as the background of research, according to the writer’s working experiences in several years, use the SWOT tool and five competitiveness to analysis internal and external environment of the company. The research is aimed to give helpful guidance to the future business strategy setting of IKEA by a serious analysis and consolidation on the data collected. First of all, on the basis of literature, the paper combs and summarizes the researcher achievement of western and eastern scholars, then paper makes a briefly comments on the theoretical contributions to development and the unsolved problems. Second, in the section of research design, we introduce how IKEA through value innovation to make low-cost and differentiation come true together, analysis the process of IKEA define strategy layout in creating blue ocean. Besides, this article makes a description of corporate culture, internal management systems and overall business management systems, and then forms a relatively complete study framework. Finally, the conclusion of this research is:(1) IKEA should continue to accelerate the expansion in China market, to use the economies of scale to continue to play a role of overall cost leadership. (2) Enterprises should make better use of the supply chain to build the competitive advantage. (3) Enterprises should make full use of the trend of the development of the Internet to carry out multi-channel business.(4)IKEA should copy the operating mode of Inter IKEA center group and IKEA store, and distinguish from other rivals. Key words: overall cost leadership,differentiation, blue-ocean strategy
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