本文關(guān)鍵詞： 戰(zhàn)略管理 服裝行業(yè) 二次轉(zhuǎn)型 變革　出處：《天津大學(xué)》2013年碩士論文　論文類型：學(xué)位論文

【摘要】：經(jīng)過(guò)30多年的改革開(kāi)放，中國(guó)經(jīng)濟(jì)已經(jīng)同世界經(jīng)濟(jì)融為一體，中國(guó)的各行各業(yè)都充分參與了國(guó)際分工，享受到了全球經(jīng)濟(jì)一體化帶來(lái)的益處。在這一進(jìn)化的歷程中，，中國(guó)企業(yè)修煉了內(nèi)功、掌握了部分核心技術(shù)與核心資源，以自信、高昂的姿態(tài)同世界級(jí)企業(yè)同臺(tái)競(jìng)技。而企業(yè)管理，特別是企業(yè)的戰(zhàn)略管理，即如何高效的配置、構(gòu)造、協(xié)調(diào)內(nèi)部資源以保持持續(xù)的競(jìng)爭(zhēng)力，從而創(chuàng)造更高的企業(yè)價(jià)值，已經(jīng)成為了企業(yè)是否能決勝商場(chǎng)的關(guān)鍵因素。 深圳東遇時(shí)裝股份有限公司是一家原創(chuàng)女性品牌服裝民營(yíng)企業(yè)，在經(jīng)歷了21年的市場(chǎng)搏擊之后，由于在企業(yè)戰(zhàn)略、產(chǎn)品研發(fā)、供應(yīng)鏈管理、營(yíng)銷渠道、員工素質(zhì)等等方面出現(xiàn)了規(guī)劃與執(zhí)行的失誤，再加之國(guó)外品牌的進(jìn)駐、本土品牌的崛起，企業(yè)已經(jīng)由之前的服裝領(lǐng)袖企業(yè)逐步失去了市場(chǎng)的應(yīng)有地位。追思過(guò)往，企業(yè)認(rèn)真思考企業(yè)病癥，特別是在戰(zhàn)略規(guī)劃和決策方面的失策之處，以期公司能對(duì)癥下藥，快速實(shí)現(xiàn)企業(yè)的二次轉(zhuǎn)型，提升市場(chǎng)的競(jìng)爭(zhēng)力。 本文采用了PESTG分析、波特五種競(jìng)爭(zhēng)力分析、企業(yè)價(jià)值鏈分析等戰(zhàn)略分析工具，力圖對(duì)東遇公司面臨的外部環(huán)境、內(nèi)部資源進(jìn)行全景掃描、分析、判斷，從而制定出企業(yè)未來(lái)3年的戰(zhàn)略目標(biāo)及行動(dòng)路線圖。 戰(zhàn)略的有效實(shí)施，重點(diǎn)在于企業(yè)基礎(chǔ)功能的健全與執(zhí)行，在于戰(zhàn)略的分解與貫徹，本文對(duì)公司轉(zhuǎn)型的幾個(gè)戰(zhàn)略方向如組織架構(gòu)再造、企業(yè)文化建設(shè)、人力資源管理、供應(yīng)鏈管理、銷售渠道管理、績(jī)效管理等進(jìn)行了剖析與建議。 本文不僅對(duì)東遇公司的戰(zhàn)略管理進(jìn)行了研究，而且提出了方法、思路和建議，相信對(duì)公司的轉(zhuǎn)型成功有一定的借鑒意義。
[Abstract]:After more than 30 years of reform and opening up, China's economy has been integrated with the world economy, China's various industries have fully participated in the international division of labor. Enjoy the benefits of global economic integration. In this evolutionary process, Chinese enterprises have developed internal skills, mastered some of the core technology and core resources in order to be confident. The high posture competes with the world class enterprise. And the enterprise management, especially the strategic management of the enterprise, that is, how to allocate, construct and coordinate the internal resources efficiently to maintain the sustainable competitiveness. Therefore, creating higher enterprise value has become the key factor of whether the enterprise can win the market. Shenzhen Dongyu Fashion Co., Ltd. is an original women's brand clothing private enterprises, after 21 years of fighting in the market, due to corporate strategy, product development, supply chain management, marketing channels. Staff quality and other aspects of the planning and implementation of the mistakes, coupled with the presence of foreign brands, the rise of local brands. The enterprise has gradually lost its due position in the market by the former clothing leader enterprises. After thinking about the past, the enterprises seriously think about the symptoms of the enterprise, especially in the strategic planning and decision-making mistakes. With a view to the company can respond to the case, rapid implementation of the second transformation of the enterprise, to enhance the competitiveness of the market. In this paper, PESTG analysis, Porter five competitiveness analysis, enterprise value chain analysis and other strategic analysis tools, trying to face the external environment, internal resources of Dongyue Company for panoramic scanning and analysis. Judge, thus draw up the strategic goal and action road map of the enterprise in the next 3 years. The effective implementation of the strategy lies in the perfection and implementation of the basic functions of the enterprise and the decomposition and implementation of the strategy. This paper focuses on several strategic directions of the transformation of the company such as organizational structure reconstruction and corporate culture construction. Human resource management, supply chain management, sales channel management, performance management are analyzed and suggested. This paper not only studies the strategic management of Dongyue Company, but also puts forward the methods, ideas and suggestions, which is believed to be useful for the success of the company's transformation.
【學(xué)位授予單位】：天津大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F272;F426.86

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本文編號(hào)：1477472