华尔模具公司的发展战略及对策

上海交通大学硕士学位论文华尔模具公司的发展战略及对策姓名：向绪平申请学位级别：硕士专业：工商管理指导教师：史占中20050612EFASIFASEFASIFASSWOTTOWSQSPM.DEVELOPMENTSTRATEGYRESEARCHOFVEMTOOLINGLTDABSTRACTVEMToolingLTDmeetsagoodopportunityforexpansionitsbusinesswiththerapidlygrowingspeedoftool-makingindustrialinChina.However,moreandmoreChinatool-makingenterprisesenterthehighclasstool-makingindustrial.Andthenewcomerswillseizeonapartofthemarketingshareinwhichwillbemoreandmorecompetitiveinthenearfuture.Forthesakeofcompetitiveadvantage,VEMToolingLTDhastorealizetheimportanceofdevelopmentstrategyresearchofthecompany.Thisarticleconsistsoffiveparts.ThefirstpartreviewsthegeneralinformationofVEMToolingLTDandthenstatesitsresponsibilityandmissionandatlastclarifiesthestrategyproblemitfaces.ThesecondpartsystematicallyandthoroughlyanalyzesexternalenvironmentofVEMToolingLTD,especiallytheserviceoftool-makingindustryenvironmentandthedifferencebetweendomestictool-makinganddevelopedcountries,trendoftool-makingbusinessandtechnologydevelopment,andthenfocusesonanalysisoftool-makingcompetitivestatusfromfivecompetitiondrivingforcesdefinedbyMichaelPorterandfinallydrawtheEFAS(ExternalFactorsAnalysisSummary)matrixtosummarizethethreatsandopportunitieswhichVEMToolingLTDfaces.ThethirdpartSystematicallyandthoroughlyanalyzesinternalenvironment,especiallyitsstrengthsandweaknessfromtherespectsoftheresourcesandcapabilitiesofVEMToolingLtd,andusesIFAS(InternalFactorsAnalysisSummary)matrixtosummarizeitsstrengthsandweakness.ThefourthpartusesthetoolofSWOTtoanalyzethestatusthatitfacesbasedontheanalysisresultofEFASandIFASandthenuseTOWSmethodtofindoutproperstrategybasedontheconsiderationofitsstrengths,weakness,opportunitiesandthreat.AnditusesQSPMtochoosethewholecompetitivestrategyofenterprise.VEMToolingLTDshouldexpandtheircapacityintoolmakingbyextendingitssupplierchainandcooperatingwithothertool-makingpartners.Besides,VEMToolingLtdshallleadstothecostcontrollingstrategywithkeepinghighquality.Thelastpartprovidestheactiondetailsforthestrategydefined.Thestrategyisproducedonthisarticlewithsystematic,qualitativeandquantitativemethodfollowingthebasicmanageriallogicbasedoninformationcollectedfromtheInternet,industryresearchreportandidea.ItisinthehopeofavailablesuggestionsareusefulforVEMToolingLTDtoconstitutedevelopmentstrategy.KEYWORDS:developmentstrategy,tool-making,competitivestrategy,strategyimplement200561220056122005612MBA-1-MBAMBA-2-1.1MarcWeinmann1012080%20%MarcWeinmann20%1999VirtualElectronicMamufacturingLtd.(VEMLtd),MarcWeinmannMarcWeinmman2000WAL-MARTTARGET200120022002200220032003200420041005050BOSCHAMPHENOLRITTERSIEMENSMBA-3-1-1(VEMGroupOrganizationChart)IVPGMBHJORDANENGINEERINGLTD1213131MARCWEINMANN20002000502001802002200200330010%IVPGMBHJORDANENGINEERINGLTDMBA-4-2004500400132B2B123MBA-5-21211”MBA62-1(ThePositionofToolingIntheProductionChain.)2-2(ValueofToolMakingforCustomers)MBA72.1.2(1)200465053701/3(ISTMA)2-1.2-120041140.80%220.40%37.45%46.10%54.70%64.70%73.60%83.30%93.10%102.30%113.55%MBA82-32004(WorldTop10CountryInToolMakingIndustry)3.1%20.4%7.5%40.8%3.6%4.7%4.7%3.3%2.3%3.5%6.1%2198020021.7%3.1%.20021325570720032MBA92-2200223200010.4%26.9—HASCO1MBA10419982.62407019982015(6)50MBA1110090%60%2.5-3.520CAD/CAM25-45%CIMS2131MBA12200336021200412%13%4002005460IT60%40002~3200317.06200211.95%13.69320027.65%3.368200233.65%194.5%83.7%20034.1:12.1:1200310.3252200338.74%10%13.54%12.95%10.98%2-476%2-32-42-320033%138.74213.54MBA13312.95410.9855.2764.9972.7681.7991.79101.592-42003338%14%13%11%5%5%14%3MBA14420-30%1/401/3042-42-52-412,000130,000135,000120,00033,00030,00030,00030,00010,50013,50015,7509,50055,500173,500180,750159,500*15/200/200/150/MBA152-5ToolCostComparisionofMobilePhoneShell020,00040,00060,00080,000100,000120,000140,000160,000180,000200,000CAD/CAM200365117.23459.2442.06%53695,617.416.15%2003655.432003422.2520032300“”2005351530072MBA1612052004200320%1001-556200362004200418141920062004200515%11%625WTOWTOWOT30WTO230032583019MBA17214190%40%CAD/CAE/CAM200450020045090%10002001200506000050%()1050%1/32005460MBA1812%70%80%2005210060%(2)2004356501.8(3)IC99IC200.8·2005IC200320108005985603022005IC1500305IC200IC1500020022.7MBA192-6.FiveCompetitiveForceMode7221(1)4002-5200320042-430.77.68%MBA202-520032004()8200420036140039051463136982425382684529155182602582221434222523369()2148113138201491341220102976118296177333075081699852312-13%.4MBA2151001000252436CNCEDWEDMEDM30%222MBA221200440051(),1-5302002200413157.2514.32%2-65000-52-620048%500225590.49226250010002274159.4939871000500028461.731543500014530.97774153051.17127951016.0816894889399.93-210010002003MBA234556223LKMMINGLI20%224MBA24.224232-716.816.80%24.224.20%11.211.20%-15.115.10%18.518.50%3.23.20%1111.00%100100.00%MBA252-7FactorsofAuditingToolSuppliers0.00%5.00%10.00%15.00%20.00%25.00%30.00%-2-7241.MBA262.3.4.5.1.2.3.4.567.(EFAS-ExternalFactorsAnalysisSummary)5815154321(2-8)2.84:1234MBA272-8EFAS(ExternalFactorsAnlysisSummary)EFAS1.0.1140.442.0.0920.183.0.0530.154.0.1240.485.0.0710.071.0.120.22.0.1130.333.0.1220.244.0.0730.2150.0840.3260.0520.17.0.0340.1212.84MBA283-1