本文關(guān)鍵詞：山東如意毛紡集團(tuán)大客戶合作戰(zhàn)略分析　出處：《青島大學(xué)》2017年碩士論文　論文類型：學(xué)位論文

  更多相關(guān)文章： 毛精紡服裝行業(yè) 海外 大客戶法則

【摘要】：中國(guó)紡織品行業(yè)綜合競(jìng)爭(zhēng)力連續(xù)23年居全球首位,仍是紡織品服裝第一供應(yīng)大國(guó)。歐盟、美國(guó)和日本作為三大主要市場(chǎng)消費(fèi)地區(qū),近幾年,由于我國(guó)紡織服裝的生產(chǎn)成本不斷上漲,導(dǎo)致美、日、歐等國(guó)的采購(gòu)商開始將訂單有計(jì)劃、有步驟地向東南亞、南美、東歐以及土耳其等貿(mào)易保護(hù)國(guó)家轉(zhuǎn)移。對(duì)此,山東如意率先通過(guò)加快產(chǎn)品結(jié)構(gòu)調(diào)整、技術(shù)和經(jīng)營(yíng)模式創(chuàng)新、加強(qiáng)互聯(lián)網(wǎng)智能化管理、產(chǎn)業(yè)整合以及品牌建設(shè)等多種措施,努力克服人民幣升值、原料和人工成本上漲、需求減緩等各種不利因素影響,繼續(xù)保持了增長(zhǎng)的勢(shì)頭。山東如意毛紡集團(tuán)積極相應(yīng)國(guó)家號(hào)召,搶抓國(guó)家“一帶一路”戰(zhàn)略機(jī)遇,在“一帶一路”沿線加速布局,促進(jìn)紡織產(chǎn)業(yè)轉(zhuǎn)移,建設(shè)智能化生產(chǎn)制造基地,提升產(chǎn)品質(zhì)量,提高生產(chǎn)效率,產(chǎn)能由2013年的100萬(wàn)套西裝量提升至2017年的300萬(wàn)套。面臨當(dāng)今美、日、歐等國(guó)家的訂單轉(zhuǎn)移和如意產(chǎn)能擴(kuò)大的實(shí)際情況下,作為中國(guó)紡織服裝行業(yè)的領(lǐng)軍企業(yè),山東如意集團(tuán)始終堅(jiān)持國(guó)際化經(jīng)營(yíng)戰(zhàn)略,利用大客戶80/20戰(zhàn)略法則,對(duì)內(nèi)持續(xù)的技術(shù)創(chuàng)新,對(duì)外越過(guò)批發(fā)商直接設(shè)立海外接單中心。運(yùn)用全球資源配置和集團(tuán)化的管理機(jī)制,研究國(guó)際市場(chǎng)需求,縮短研發(fā)周期,創(chuàng)新經(jīng)營(yíng)模式直接與大客戶結(jié)成戰(zhàn)略合作關(guān)系,從而讓如意取得了技術(shù)、資本、價(jià)格等多方面優(yōu)勢(shì),增強(qiáng)和加快了全球貿(mào)易步伐。在不同的國(guó)家,不同的市場(chǎng),為了如意的發(fā)展贏取更大的利益。文章認(rèn)為,中國(guó)紡織服裝企業(yè)隨著產(chǎn)業(yè)升級(jí)轉(zhuǎn)型,不僅在生產(chǎn)加工能力有新突破,更具有給國(guó)外高端客戶直接設(shè)計(jì)、加工出口的能力。本文通過(guò)分析企業(yè)定位、分析主要市場(chǎng)結(jié)構(gòu)、鎖定大客戶目標(biāo)、找出合作切入點(diǎn)、提出合作方案、實(shí)施大客戶管理。以及山東如意集團(tuán)成功的大客戶營(yíng)銷案例、取得的經(jīng)驗(yàn)等方面進(jìn)行全面、系統(tǒng)的分析,最終形成完整的資料,為如意集團(tuán)未來(lái)的發(fā)展提出建議。
[Abstract]:China's textile industry ranks first in the world for 23 consecutive years, and is still the largest supplier of textile and clothing. The European Union, the United States and Japan, as three major market consumer regions, in recent years. Due to the rising production costs of textile and clothing in China, buyers from the United States, Japan, Europe and other countries began to place orders to Southeast Asia and South America step by step. With regard to the transfer of trade protection countries from Eastern Europe to Turkey, Shandong Ruyi has taken the lead in strengthening intelligent management of the Internet by speeding up product restructuring, technological and business model innovation. Industrial integration and brand building and other measures to overcome the appreciation of the renminbi, raw materials and labor costs rise, demand slowed down and other adverse factors. Shandong Ruyi Wool Textile Group actively called on the country to seize the strategic opportunity of "Belt and Road", accelerate the layout along the "Belt and Road" line, and promote the transfer of the textile industry. Construction of intelligent manufacturing base, improve product quality, improve production efficiency, capacity from 2013 1 million suits to 2017 3 million sets. Facing the United States, Japan. Europe and other countries of the order transfer and Ruyi capacity expansion of the actual situation, as China's textile and clothing industry leader, Shandong Ruyi Group has always adhered to the international business strategy. With the strategic principle of "80/20", we can set up overseas receiving center directly through wholesalers, and use the global resource allocation and group management mechanism to study the international market demand. Shorten the research and development cycle, innovative business model and directly form a strategic partnership with major customers, so that Ruyi has achieved a variety of advantages in technology, capital, price, and so on. Strengthen and speed up the pace of global trade. In different countries, different markets, in order to achieve better development, the article believes that China's textile and clothing enterprises with industrial upgrading and transformation. Not only in the production and processing capacity has a new breakthrough, but also has the ability to directly design for foreign high-end customers, processing and export. This paper analyzes the position of the enterprise, analyzes the main market structure, lock in the target of large customers. Find out the cooperation breakthrough point, put forward the cooperation plan, implement the key account management. As well as Shandong Ruyi Group successful big account marketing case, the experience that obtains carries on the comprehensive, systematic analysis. Finally form a complete information for the future development of Ruyi Group recommendations.
【學(xué)位授予單位】：青島大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F426.81;F274

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