百思买中国发展战略研究

上海交通大学硕士学位论文百思买中国发展战略研究姓名：李广申请学位级别：硕士专业：工商管理指导教师：谢富纪20080601MBA4BestBuy200620072007SWOTMBA5MBA6THESTUDYOFBESTBUYCHINA’SDEVELOPMENTSTRATEGYABSTRACTTheworld'slargesthomeapplianceandelectronicsretailerBestBuygroup,attheendof2006,officiallyenteredChinamarket,andinJanuary,2007,openedinShanghaiitsfirstretailstoreoutsideNorthAmerica.Injusttwoyear’stimeafterBestBuy’sentry,substantialchangeshaveoccurredtothecompetitionlandscapeofChinesehouseholdelectronicsandapplianceChainindustry.AnIndustryusedtohavemanystrongplayersisnowdominatedbythreemajorplayers,BestBuy,GomeandSuning.Undersuchcircumstances,howBestBuyshouldchooseandimplementtherightdevelopmentandcompetitionstrategy,andhowBestBuycancontinueself-improvementduringtheprocessinordertokeepandstrengthenitscompetitiveadvantages,aregreatchallengeswhichBestBuyfacesinitsfuturedevelopment.ThispaperattemptedtoexamineBestBuyChinabusiness’sMBA7operationandmanagementsituation.BystudyingsalessituationofBestBuy’sfirstChineseretailstorein2007,byreviewingandreferringthedevelopmenthistoryofapplianceschainenterprisesfromhomeandabroad,andbyusingstrategicenvironmentalanalysisandSWOTanalysis,thispaperproposedBestBuyChina’soveralldevelopmentstrategy,whichistodevelopthemiddleandhigh-endhomeapplianceretailmarket,increasemarketpenetration,buildhorizontalintegrationandexpandusinglargeshopscombinedwithspecialtystoresmode.InthestudyofBestBuyChina’sbusinessstrategy,thepaper,usingthePorter’scompetitivestrategyandcorecompetitivenesstheory,analyzedandconcludedthatBestBuyshouldutilizedifferentiationcompetitivestrategy.Thispaperalsostressedthenecessityofbuildingfourcorecompetitiveforces,designandinstallationofaudio-visualproducts,computerrepairservices,experiencedesignandstandardizationofoperatingprocess.Tosupporttheoverallstrategicobjectiveandtherealizationofbusinessstrategicmeasures,thepaperlaidoutthreekeyareasinthestrategicimplementationatthehumanresourceslevel,acceleratingthespeedofstoreopenings,establishingsystematictrainingmechanismandadvocatingtheenterpriseculture.MBA8KEYWORDS:strategicmanagement,homeappliancechain,competitivestrategy,corecompetency200861200861200861MBA11.1WTO1992730%[1]1992199319951051%30[1]199520082109199685310120082119996:3()51%3(3)35%[2]WTO2000111MBA251%[1]2001WTO2004420012.5%199220044302642200220041211200520061211WTO[3]1.2200620065121.8200612200717CEOBobWillett12--182-32008381022004MBA31.3.3SWOT1.3.42007SWOTMBA42.12.1.1(chain),,,[4]2.1.2zRegularChainRC1110[5]zFranchiseChainFCMBA5zVoluntaryChainVC[5]2.1.360%80%95%80%12%20002007+3%37%332008MBA6zzzDELL[6]z2.2MBA7A.B.C.D.1Figure1StrategicManagementAnalysisProcedureMBA8SWOTSWOTstrengthweaknessopportunitythreatsSWOT1998LLPBJosephpineJamesHgilmoreC.K.PrahaladGaryHamel1990CompetingwithCoreCompetenciesMBA93.13.1.1///14Table1FourMajorCEretailersSalesRevenueandStoreNumbersComparison20063081156948200623.9%21.7%22.1%49.3%(2006)3.64%0.75%3.56%5.2%9006003004000zBestBuy1966GeekSquadMagnoliaAudio&Video130000900200630850018850078zCircuitCity4MBA1019492004InterTAN967612zDSGInternationalDixons200512DSGInternational193719622006[7]zRadioShack1967RadioShack4467772RadioShack3.1.2[7]z1981-199080801984198590MBA1119871985290Soctt-McDuffVideoConcept2[7]Table2ThreeMajorCEretailersPerformanceComparisonintheInitialStage--74123z1991-20009050020001990-2000199780020001.04413[7]MBA12901993SiloVTA199390Freeserve2000Freeserve19971996-2000[7]1990-200019922000489019959010z2001-20062001MBA13200191120012.89FutureShop3[7]Table3FourMajorCERetailersStockPriceComparison100%20056.2%580%5120%20055231200052000100200622%47.4%81.2%200535%[7]MBA142002CEOBradAndersonA.2003GeekSquadGeekSquadB.C.200019962000100202000200425050D.2003203.1.3196619834090018%30%5IT1525z19831989MBA151996zSOPStandardOperationProcedureSOPSOP1997RHRITSOP90199720001000%zCustomerCentricity20001RayJillBarryBuzzMr.StoreFrontMr.StoreFront40Barry40Buzz20Jill20Ray255JillPSAPersonalShoppingAssistancePSABuzzMr.StoreFront5MBA162MP3/MP42000MagnoliaHi-FiMagnoliaAudio&VideoMagnoliaAudio&VideoBarry40%3ITGeekSquad()200312000243.23.2.1198719931987MBA171998-2006200542620079363199200641932Figure2StoreNumberGrowthofMajorCEChainRetailers35%20054983971523Figure3SalesIncreaseofMajorElectricalApplianceChainRetailersMBA183.2.2[7]346115-301+12[7]42001-20056Table4GOME’ssalesrevenue(2001-2005)20014018.221.854.5%200217594.4579.5545.5%2003516281.45234.5545.5%2004919501.27417.7345.5%20051000845.45454.5545.5%50%200436MBA193.2.320%10%~30%10%~20%[8]2005652006115C1152006419YOLO10MBA203.33.3.12003920041200200452004920041211200620065121.820071200853.3.24Figure4BestBuyChina’sOrganizationalChartMBA215Figure5ChinaRetailerUnit’sOrganizationalChart(CustomerInsightCI)CICICIExperienceDevelopmentGroupEDGEDGEDG——EDGITMBA223.3.3Makinglifefunandeasy.Forexample,wewanttohelpcustomersfindtheentertainmenttechnologythatbestmeetstheirneedsandthatwillintegratewiththeirexistingentertainmentsystemtomaximizetheirenjoyment.•Havefunwhilebeingthebest.•Learnfromchallengeandchange.•Showrespect,humilityandintegrity.•Unleashthepowerofourpeople.MBA234.14.1.1