AA坯布纺织集团价值链定位和发展战略研究

上海交通大学硕士学位论文AA坯布纺织集团价值链定位和发展战略研究姓名：崔玲申请学位级别：硕士专业：工商管理指导教师：任建标20050612AA19951985AAAAAAAAAAAARESEARCHONVALUECHAINORIENTATIONANDDEVELOPINGSTRATEGYOFAATEXTILEGROUPABSTRACTAAgrayclothtextilegroupwasfoundedin1995,andoriginatedfromitsformerAAtextiletradecompanythatwassetupin1985.AAgrouphasbeenstrivingforimprovingproductquality,technology,afterservice,runningmechanismandsoon.Itsobjectiveistobecomeoneofthesecompanieswiththebiggestsize,thebestquality,andfirst-classbenefitingrayclothtextileindustryofJiangsuProvince.However,domesticandinternationalmarketbeingchangedsofast,itistheverytimeforAAgrouptodraftrightdevelopmentstrategyforthenextstagetogainsustainingcompetitiveadvantage.Onthebasisofitsgeneralstrategicdirection,thisdissertationusesvaluechainanalysistooltostudyAAgroup’sactivitiesthatcancreatevalue.ThefinalconclusionisdrawnthatAAgroupshouldtakeverticalintegrationstrategyforthenextstage.Valuechainexistseverywhereinbusinessactivities.Thereareindustryvaluechainbetweencorrelativecompaniesandcorporationvaluechainlinkedbyallactivitieswithinthesamecompany.Nowadays,valuechainanalysismethodisverypopularoncorporationstrategicmanagement,whichbelievesthatcorporationvaluecomesoutofitsactivities,suchasprocurement,production,service,R&D,etc.Alltheseactivitiesaretheresourcesofcompetitiveadvantageandformcorporationvaluechaintogether.TosolvethedevelopmentproblemofAAgroupinnextstage,thisdissertationputforwardamethodofvaluechainorientationanalysisfordraftingdevelopmentstrategy.ThroughbothSWOTandPorterFiveForcesModelanalysis,wecanmakecertaintheadvantagesonvaluechainofAAgroupinpresentstageandpositionvaluechainaccordingly.Onthebasisofabovedetailedanalysis,thisdissertationmakesadeepresearchonverticalintegrationstrategy,whichissuggestedtobeimplementedbytwosteps.Thefirststepistocooperatewithoutsidesuppliersbycontrollingsomeoftheirshares,andtheotheroneistobuysomesupplierstoenlargecorporationsize.What’smore,inthisdissertationtherearesomeotherusefulanalysesabouttheinfluenceontextileindustryafterChinahasenteredintoWTO,upstreamrawmaterialsupplyanddownstreammarketdemand.Herein,wecandrawconclusionthatverticalintegrationstrategyisnecessaryrequirementforAAgrouptoadapttoglobaltrendofworldeconomy.Meanwhile,itisalsotheimportantstepforourtextilecompaniestoattendinternationalcompetitionanddivisionoflabor.KEYWORDS:valuechainpositioning,SWOTanalysis,Porterfiveforcesmodel,verticalintegrationstrategy,competitiveadvantagePREFACE1BackgroundAtpresent,thedevelopmentofglobaleconomy,advancementofscience&technologyandrapiddevelopmentofinformation,willleadChinagoforwardunprecedented.Individuationanddiversificationofcustomers’demandbringcompanieshugechallengeoninnovationandcreationoftheirproducts.TherapiddevelopmentofChinesetextileindustryisbasedoncomparativeadvantagefromthebeginning.Althoughmuchachievementhasbeenobtained,wehavenotchangedfrombigtextilecountrytostrongtextilecountryyet.TextileindustryisoneofthesupportiveindustriesofChinesenationaleconomy,whichplaysanimportantroleonsatisfyingdomesticclothesconsumption,improvingforeignexchangeinflowforexport,accumulatingconstructionfundsandsoon.Atpresent,manycompaniesallovertheworldbegintomergeandacquire,andtheirrelationshiparechangingfromcompetitorstocooperativepartners,whichcarriesoutoptimizingresourcesdistributionincertainextent.Wecanclearlyrecognizethatcompaniesarefacingmorerigorouschallenges,whichtheyhavetopaymuchattentiontofacingandreceiving.Nowadays,thecompetitionbecomesmuchmoresevereandmanagementlevelgetsimprovingcontinually.Theinternalandexternalenvironmentsaroundcompaniesarechangingalot,sothecompetitionshowstwotrendsasfollowing:Firstly,competitionscopeisbecomingmorewidely.Atpresent,companieshavetocompetenotonlywithindomesticmarketsbutalsoamonginternationalones.Someareexistingcompetitorsandsomearepotentialincomers.AsamemberofWTO,Chineseeconomybecomespartofworldeconomyandwillopentomoreforeigncountriesstepbystep.Chinesecompaniesarefacingdirectandindirectdoublechallengesfromdomesticandinternationalmarkets.Secondly,competitorsarebecomingmoreandmore.Traditionalcompetitiononlyfocusesonproducts’qualityandprice,butnowmoreattentionispaidonnon-pricefactorstoabsorbcustomers,suchasdesign,package,corporationcreditstanding,afterserviceandetc.Researchonvaluechainorientationanddevelopingstrategyofthecompany,istoanalyzeitsfundflow,informationflowandvalueflowusingmodernmanagementtheoriesandmethods.Decompoundingandresettingvaluechainistocomeintobeingnewlykeycompetitionandcompetitiveadvantage,whichmakethecompanyreactrapidlytothechangingmarket.2QuestionsInDecember,2001,ChinabecameamemberofWTOformally,whichwasregardedasanewmilestoneduringtheprocessofourmodernizationandreform&opening.Chinesecompaniesaremuchfamiliarwithtraditionalmanagementconceptsofgreatindustrialera,butnowadaysthecompetitionisveryintenselycausedbydiversifiedcustomer’sdemand,globalcompetitionandadvancedinformationtechnology.Accordingly,developingstrategyisactingasanimportantguidingroleanddrawnattentionbymanyhigh-levelmanagers.InOctober,2004,Iparticipatedinaproject“Bu