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论文编号：	8787
作者编号：	2120142871
上传时间：	2016/12/8 15:14:12
中文题目：	DJ家政服务公司的竞争战略研究
英文题目：	Research on the Competitive Strategy of DJ Housekeeping Company
指导老师：	薛红志
中文关键字：	家政服务;竞争战略;价值链;成本控制
英文关键字：	housekeeping; competitive strategy; value chain; cost control
中文摘要：	2015年，“互联网+”出现在政府工作报告之中，成为我国经济转型和升级、构建经济环境新生态的重要举措。互联网作为大众创新、万众创业的新工具和载体，带动了家政行业商业模式的优化升级，“互联网+家政”模式悄然兴起。DJ家政服务公司成立于2015年4月，是一家提供家政清洁O2O服务的互联网创业公司，核心业务领域为家庭日常清洁、家电清洁及养护和家居用品保养。作为天津本土的民营企业，规范、高品质的服务产品为DJ家政服务公司在成立初期积累了大量客户和口碑。然而，随着互联网家政企业攻城拔寨、盲目烧钱扩张，天津家政服务市场的竞争已步入白热化阶段，DJ家政服务公司的竞争优势也因运营成本的上升逐渐丧失本土的领先地位。因此，如何调整竞争战略来直面市场的激烈竞争，使企业立于不败之地，是以DJ家政服务公司为代表的家政服务企业迫切需要思考和解决的问题。 DJ家政服务公司成立之初，资本市场对于O2O项目的投资已逐渐步入寒冬时代，大部分通过盲目烧钱模式扩张规模的互联网企业纷纷面临倒闭的窘境。然而，虽然资本市场的投资多数以失败告终，但是用户市场通过O2O项目的繁衍受到了彻底的洗礼和教育，线上下单、手机支付等刷新用户服务的方式层出不穷，场景的优化和服务体验的改良刷新了第三产业服务水准的新高度。DJ家政服务公司作为提供家庭清洁O2O服务的小微企业，虽然具备产品研发和信息化管理等优势，但在成立之际已经错过了融资的最好时机，因此只能在自身的资源和特点寻找突破口，选择合理的竞争战略，才能保证企业能够在市场竞争中免遭淘汰。本文第一章绪论奠定了全文的研究基调，对论题的研究背景、意义、问题、内容、方法、框架等进行了总体的构建。第二章通过对论题研究过程中涉及的公司战略、竞争战略、竞争优势、价值链等理论进行回顾，为下文对DJ家政服务公司进行客观地环境分析和战略选择奠定理论基础。第三章从发展历程、组织结构、人力资源、产品研发等方面对DJ家政服务公司的发展现状进行了介绍，然后分别利用PEST环境分析模型和五力分析模型对DJ家政服务公司所处的宏观环境和产业环境进行研究，识别出DJ家政服务公司目前面临的竞争环境现状。第四章首先利用SWOT分析工具对DJ家政服务公司进行内外部竞争环境和竞争条件下的态势进行分析，然后结合DJ家政服务公司的整体战略，对比和评估了迈克尔·波特教授提出的三类基本竞争战略在DJ家政服务公司实施的可行性，识别到当前竞争格局下，由于产品同质化过于严重，大部分客户群体最关注的是最优性价比，既非质劣价低，也非质优价高。因此，原本渴望发挥产品研发及生产差异化优势的DJ家政服务公司在无法保证收入覆盖成本支出的情况下，必须要进行竞争战略的转移，选择从成本角度出发，将公司内外部资源进行重新整合和合理调配，形成相互支撑、相互强化的紧密关系，在不牺牲产品品质的前提下发展规模经济，形成竞争优势。同时，基于成本领先的竞争战略，对DJ家政服务公司当前的价值链进行了构建和优化。第五章根据DJ家政服务公司选择的成本领先竞争战略，制定了详细的实施计划；然后分别从资源配置、组织结构、企业文化、信息技术等四个方面制定了保障措施，保证成本领先的竞争战略在DJ家政服务公司的有效实施，使公司尽快摆脱现有的竞争困境，充分发挥竞争优势。第六章对于本次研究的论题进行了概括和总结，提出了论题研究方法和分析过程的局限性和不足之处，对未来在该领域的深入调查和研究进行展望。关于DJ家政服务公司价值链优化方案的制定部分是本文的创新环节，特别体现在产能共享带来的成本压缩。通过产能的共享，不仅解决了库存问题，扩大了有效区域的市场规模，最大限度地降低了人工成本，同时也实现了利益双方合作共赢的局面，资源利用最大化。根据DJ家政服务公司的整体发展战略，DJ家政服务公司通过家政保洁服务在天津站稳脚跟之后，会逐步由单业务公司向多元化公司转型，全面进军入户家政服务领域，届时业务领域将会涉足入户维修、月嫂、保姆、看护等入户服务的方方面面，DJ家政服务公司也会面临更多的机会和挑战。产能共享为以人为本的服务行业带来了新的发展机遇，同时对产能的管理也在很大程度上挑战了企业的整合能力和抗风险能力。DJ家政服务公司应当在各个发展阶段稳扎稳打，继续强化品牌意识，坚持公司的愿景和使命，不忘初心，持续打造规范化、标准化、信息化的家政服务产品，引导入户服务新标准，打造极致客户满意度，不断提升品牌价值。本文通过对DJ家政服务公司竞争战略的研究，使DJ家政服务公司尽快摆脱现有的竞争困境，充分发挥竞争优势；同时也为同行企业提供了有针对性、可操作的参考建议，辅助更多同行企业积极、灵活地应对市场竞争，及时调整战略方向及应对策略，实现企业的可持续发展。由于DJ家政服务公司目前所属的企业性质是具备互联网运营思维的小微家政服务公司，与已经成功融资的互联网家政服务企业和天津本土传统家政服务公司均有差别，类似企业竞争战略选择的案例并不多见，因此本文更多的是基于笔者的从业经验进行的总结、归纳和探索，没有全面反应同行企业的所有特点；其次，笔者对于相关理论的理解和运用存在一定的局限性，所掌握的行业数据不甚全面、具体，使本文的研究结论具备一定的局限性，有待于在未来的工作和学习中加以调查、研究，不断完善研究成果。 关键词：家政服务；竞争战略；价值链；成本控制
英文摘要：	“Internet Plus”, as the major initiatives of China’s economic transformation and upgrading, has appeared in the report on the work of the government for year 2015 and has played a prominent role in building the new economic ecology. As the important part of popular entrepreneurship and innovation, Internet has reformed the business model of the housekeeping industry, which caused the rise of the “Internet plus Housekeeping”. DJ Housekeeping Company, found in April 2015 with the core business of cleaning and maintenance of household and its furniture and appliances, is a comprehensive O2O type housekeeping company basing on the internet. As the local private enterprise in Tianjin, DJ Housekeeping Company has built its reputation and accumulated a large number of the repeat customers through its high quality service. However, with the capital expansion of the other housekeeping companies in the Tianjin market, the competition environment of the housekeeping market is becoming severe intensely. DJ Housekeeping Company has lost their leading position because of the increasing of the operation cost. Therefore, DJ and the similar housekeeping companies in the house keeping industry need to consider how to adjust their competitive strategy in order to regain their advantages and hold a space in the fierce market. In the early days of the establishment of DJ Housekeeping Company, the investment of the capital market on the O2O projects was stepping into the severe winter. Most of the internet corporates expanded by blindly splashing the cash faced collapse one after another. Although a majority of the investment ended with failure, customers were completely impressed by the development of O2O projects. Placing order on-line and mobile payment refreshed the service experience. The improvement of the scene and experience of service renovated the new height of the level of the third industry. As the small and micro businesses providing house cleaning service, although DJ Housekeeping Company was equipped with the advantages of product research and information management, the time of its establishment has lost the best opportunity of financing. Therefore, the only way for DJ Housekeeping Company to remain invincible in the fierce competition is seeking breakthrough in its resources and characteristics and choose the proper competitive strategy. Chapter 1 establishes the research keynote and makes the outline on the background, significance, problems, contents, methods and framework of the thesis. Chapter 2 reviews the relevant theories during the progress of thesis’ research, such as the corporate strategy, competitive strategy, competitive advantage, value chain, etc., so as to lay the theoretical foundation for the environmental analysis and strategic choice. By making an introduction on the development history, organizational chart, human resource, product research of DJ Housekeeping Company, Chapter 3 analyzes the macro environment by PEST analytical method and the industry environment by five forces analytical method, which recognizes the current competitive environment of DJ Housekeeping Company. Under the integration strategy of DJ Housekeeping Company, Chapter 4 analyzes the competition situation by using SWOT analysis method and evaluates the feasibility on the company of three basic types of competition strategies put forwards by Michael E. Porter, which recognizes that the majority of customers pay close attention on the best cost performance, neither lower price with worse quality nor higher price with better quality. Therefore, as taking advantages of product research cannot guarantee the income cover the cost, DJ Housekeeping Company has to change the competition strategy. Choosing cost leadership strategy impels DJ Housekeeping Company to reintegrate and deploy the inside and outside resources properly and support each other, which will develop the economies of scale at the premise of satisfied product quality and form the competitive advantages. Based on the cost leadership strategy, Chapter 4 structures the current value chain of DJ Housekeeping Company and optimizes accordingly. Chapter 5 puts forwards a detailed implementation plan and formulates the supporting measures regarding the resource allocation, organization structure, corporate culture and information technology, so as to ensure effective implementation of the cost leadership strategy and to take full advantages of competition. Chapter 6 makes a summary of the thesis, presents the boundedness and inadequacy and looks into the distance of the research field. The innovation of the thesis is the optimization of the value chain, especially embodied in the cost down on the area of capacity. Sharing capacity not only solves the problem of inventory and expands the market scale of the effective area to reduce the labor costs in maximum limit, but also creates the win-win situation of both side cooperation and maximizes the resources utilization. According to the integrated development strategy, DJ Housekeeping Company will gradually transfer from the single business to the diversified business after its foothold formation in Tianjin by domestic cleaning services. At the scheduled time, DJ Housekeeping Company will completely enter into all aspects of care and household services, such as household maintenance, maternity matron, nanny and so on, and also will face more opportunities and challenges. Sharing capacity brings a new opportunity for the people-oriented third industry, the management of which challenge the integration capability and anti-risk capability to a large extent. Going ahead steadily and surely at each stage of development, DJ Housekeeping Company will continue to strengthen brand awareness and adhere to the company's vision and mission by constant research and development of the normalization, standardization and information of housekeeping service product, which will achieve the goals of leading a new height of at-home service standard, creating perfect customer satisfaction and continually upgrade the brand value. Through the strategy research of DJ Housekeeping Company, this thesis assists the company to get rid of the predicament as soon as possible and take full competitive advantages. At the meantime, this thesis provides the guidance and reference on how to set up the competitive strategy for the enterprises in the same industry and also tries to states some useful advices such as how to adapt the market positively and adjust the strategy based on the continuous changing of the market conditions in order to reach the target of the sustainable development of the enterprises. The attribute of DJ Housekeeping Company currently is the small micro housekeeping company equipped with internet operation thinking, which is different from the O2O housekeeping companies obtaining the financing successfully or the traditional housekeeping companies in Tianjin; and it’s not easy to search the relevant research on the choice of the competitive strategy for the similar enterprises. Therefore, the research of the thesis is more based on the author’s experience and lacks of comprehensive demonstrations on all the characteristics of the field to some extent. Next，the author has certain limitation on the understanding and using of related theory. The incomplete industry data gives rise to the some limitations of the conclusion, which will be perfected in future work and study. Key Words: housekeeping; competitive strategy; value chain; cost control
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