大亚公司在强化复合地板市场的进入战略.pdf

复口大学
上学位论文
大亚公可在照化复合地板市场的过入酸略
姓名:毕筠
中请学位級別:硕士
专业:商管理
指号教帅:芮明杰
20021101
00M153毕
大亚公司在强化复合地板市场的进入战略
摘
要
Y
554929
《大亚公司在强化复合地板市场的进入战略》是根据本人的工作实践
提炼而成的。本人在大亚集团的投资部工作,从2001年下半年开始主要
从事集团木业项目投资的市场调研、可行性研究、购并实施、项目投资管
理工作。期间,对强化复合地板的上下游产业链和全国市场进行了多角度
调研和分析,为本文中的上半部分一外部环境研究收集了大量的素材,这
些素材基本是通过实地调研和分析产生的,虽然没有权威部门的认可,但
确实是市场的第一手资料,具有一定的真实性和可靠性
本文主要分为三大部分,其一为外部环境分析,其ニ为内部资源分析
和S0WT分析,其三是战略选择和实施。其中,第一部分是重点,占用了
将近一半的篇幅,对产业的宏观环境、竞争状况、战路集团、产业链等进
行了细致的分析,然后又对各个战略集团中代表成员做了分析,最后得出
这个市场的一些基本性的结论。第二部分,大亚公司内部资源的分析,由
于公司是市场的新进入者,优弱勢比较明显所以使用了较小的篇幅,并在
该章最后运用了SW0T方式为战略的选择提供基本依据。第三部分,着重
对影响可选战略制订的因素和可选方案做了一一描述和评估,战路一:基
于自建上、下游产业链和终端新品牌的成本领先战略;战略二:基于自建
上、下游产业链和终端品牌的多品牌成本领先和差异化混合战略;战略三:
基于自建上游产业链,购并或结盟强势品牌和的成本领先和差异化混合战
略。评估后战略三被认为较优。最后一章结合了公司的实际发展,对战略
的实施作了简单的描述
根据本文的撰写,本人认为在理论上要求公司采用较为单一的战略如
成本领先、差异化或集中,但在实践中多种战略混合使用也是可行的,当
个公司在行业具有绝对领先地位时,多种战路的混合能够更好的体现竞
争力。
关键词:大亚集团强化复合地板产业链成本领先差异化
00M153毕贫
大亚公司在强化复合地板市场的进入战略
Summary
"The strategy of entering into the market of Artificial Fortepiano Compound
Floor-board(hereinafter referred to as AFCF) for Daya Corporation"(the
article)is concluded by my working experience. Im working in the
Investment Division of Daya Holding, and I have been engaging in
marketing research, feasibility study, execution of acquisition and merg
and investment project management since 2001. I prepared large numbers
of data for the external circumstance research which is the first part of the
said article. All the data are obtained by my investigation and research
from different point of views of the AFCF industry sector and relevant
market in China during this period. The data are original market information
and still reliable though they are not confirmed by the authority
The article contains three parts: the first part is the analysis of external
circumstance, the second part is the analysis of internal circumstance and
SOWT, and the third part is strategic selection and execution
The first part holds nearly one half length of the article, and obviously it is
the key-point in the article. This part analyses macro-circumstances
competition situation, strategic group, and industrial chain particularly, then
it analyses the representative members of the strategic group respectively
and reach a basal conclusion of the market
The second part analyses the internal circumstance of Daya Holding firstly
then provides the foundation of strategic selection by means of SWOT
Being a new entrant in this market, the advantages and shortages of Daya are
obviously, and so this part is short
The third part mainly describes and analyses the strategic plans and the
elements that could affect the optional plans to be drawn up
Strategy
one, which is cost leading strategy, is based on our own upper and lower
Industry chains and new terminal brand. Strategy two, which is cost
leading and diversification strategy, is based on our own upper and lower
Industry chains and multi-terminal brands. Strategy three, mixed strategy