SJC公司发展战略探讨

上海交通大学硕士学位论文SJC公司发展战略探讨姓名：樊申哲申请学位级别：硕士专业：工商管理指导教师：史占中20050612SJC--SJCSJCSJCSJCSWOTSJCBCG-SJCSJCSJCSJCSJCSJCSWOTTHERESEARCHOFTHEDEVELOPMENTSTRATEGYOFSJCCOMPANYABSTRACTThisthesisistoresearchthesustainabledevelopmentstrategyofSJCwhichisatypicalprivateprintingcompanyinChina.Theconclusionisthat,inordertomaintainsustainabledevelopment,thecompanyofSJCshallgraduallygiveupitsbusinessesoflow-endbookprintingandboxprintingwhichislackofcompetitionstrengths.Andthecompanyshallactivelydevelopitsbusinessesofhighlevelbookandpackagingprintingonthebasisofcurrentcommercialprintingbusinessandtrytobuildupitscooperateimageasamodernprintingenterprisewithstrongbrandandhighqualityintheindustry.Firstly,westudiedtherelationshipbetweenprintingindustryandeconomydevelopment,newtrendsofpresentChineseprintingindustryandtheoutlooksofitsdevelopment.WiththefastdevelopmentofChineseeconomy,theprintingindustryhasbecomemoreandmoresignificantinthesociallivesandhasbecomeoneoftheChinesemainstayindustries.Atpresent,Chineseeconomyisgrowingwithamazingspeed.Comparedwiththesituationofotheradvancedcountriesintheworld,Chinahaslargerdevelopmentpotentialityintheprintingindustryandthefuturedevelopmentofprintingindustryisbooming.Secondly,throughFiveForcesAnalysis,westudiedmarketingstructure,competitionenvironmentandthefeasibilityofmakingnewdifferentiationsfromitscompetitorsofSJCunderthecircumstancesofmonopolycompetition.ByusingSWOTanalysismethodology,wealsostudieditsinterioradvantages,disadvantagesandexteriorthreatsandopportunities.Andweanalyzeditscurrentdifficultiesasfollowing,unwisecompositionofbusinesses,theshortcomingsoffamilymanagementmode,overlydependingonlowprice,severecompetitionwhichcausescontinuousfallingofprices.Butthecompanystillhassomestrengthsuchassolidfinancialbase,abundantcapitalandrelativelygoodteamworkspirit,etc.Moreover,therearestillsomebusinessblanksinthemarket.Ifthecompanycangoontherightdirection,thespacefordevelopingishuge.SoSJCshalladoptasustainabledevelopmentstrategy.Thirdly,afterresearchingoncompositionofcurrentbusinessesthroughBCGGrowing-ShareMatrix,wefoundthatSJCshalldotrade-offsforsomebusiness,i.e.,graduallyabandoningbooksandboxesprintingbusinessesfortheirweakcompetitionstrengthsordimdevelopmentfuture.Onthecontrary,thecompanyshallfocusmoreonthebusinesseswithlesscompetitionandbrightfuture,i.e.highlevelbooksandpackagingprintingmarket.Therewillbesomeentrybarriersforthehighlevelprintingmarketbecauseitalwayshassomespecificrequirementsforcompanyscaleandtremendouscapitalinvolved.SJCcouldtakefulladvantageofitscapital,scaleandHRresourcestoevadeunnecessaryandcruelpricewarsand,tomakenewdifferentiationsfromitscompetitors.Besidesre-positioningofcurrentbusinesses,SJCshallbuildupitsownstrongbrand,whichmayleadtonotonlycompany’sleadershipinthehighlevelprintingmarketbutalsoenhanceitspositioninthecurrentcommercialprintingmarket.Atthesametime,thecompanymayconsiderintroducingstrategyallianceorutilizingzonaladvantagestoentertheprintingmarketsinotherareas.Thesestrategiesmaynotonlyevadeunnecessarycompetitionbutalsobroadennewmarketshare,itmayalsosetupsolidfoundationforitsfuturebusinessexpansions.Finally,SJCmustwelldothoroughinternalplanningtoachievethetargetsoftheabovedescribedstrategies.Thecompanyshallstrengthenideaofservice,fastentechnicalinnovationandstrictlycontrolproductsqualitytoprintproductswithstabilityandhighqualityand,fullymeetsrequirementsofcustomers.Meanwhile,reestablishenterpriseculturetosupporttheexecutionofitsbrandstrategy.Promotemodernizedmanagementsystemtograduallygetridoftheeffectsoffamilymanagementmode.Implementtalentstrategytoprovidesufficienthumanresourcesforthecompany’ssustainabledevelopment.KEYWORDS:SJCcompany,SWOTanalysis,developmentstrategy200557200557200557MBASJC-1-1.1(Printing,themotherofprogress)198250GDP0.9%2000200220002%20601998800020MBASJC-2-2001145001/837530%3520023001625700233231~289300/300/225/150/430/30/10/200820101.22003“”CTPCTP…..(1)1-11999—200310%200328002002255010%MBASJC-3-050010001500200025003000199920002001200220031999-20031-11999-2003FIGURE1-1OutputValueGrowthofPrintingmarketfrom1999to2003100millionRMB9.5%20(2)200316.1200212.9824%20%1-2MBASJC-4-1-21999-2003FIGURE1-2ImportGrowthofPrintingEquipmentfrom1999to2003(100millionUS$)CTPCTP50%40%(3)“”“”2005“”200328009300051015202000200120022003MBASJC-5-a)3%20056000b)10%200539000c)3200557000d)20051060004508650020005%2000.5%1-32003500500—111-32003FIGURE1-3PrintingEnterprisesScaleinChinaMainlandtill20032005100010%50020“”2005MBASJC-6-WTO(4)2003WTO(5)15%1600200202003MBASJC-7-20020013338720006200310351010418%20021/45002003532“”1.3(1)7%20%10%20%(2)72002200113.08%WTO1005MBASJC-8-9000(3)“”20051998700100(4)CTP(5)“”“”2003“CEPA”17200411“”2008MBASJC-9-CTPSJC2.1SJCSJC60006000200484SJC19921995SJC200020022002ISO9002MBASJC-9-CTPSJC2.1SJCSJC60006000200484SJC19921995SJC200020022002ISO9002MBASJC-10-2.2SJC“”SJC™™MBASJC-11-™™™™MBASJC-12-2-12-1SJCFIGURE2-1FiveForcesAnalysisforSJCCompanyMBASJC-13-2.3SJC(1)82%17%1%20048(2)20046004000020.39GDP3.4%MBASJC-14-(3)10%6%3%(4)™2PC2499CTF15160121000500™9810156