迪卡侬（上海）运动品有限公司的发展战略研究

上海交通大学硕士学位论文迪卡侬（上海）运动品有限公司的发展战略研究姓名：万里雪申请学位级别：硕士专业：工商管理指导教师：田澎200505092004GDP9.5%GDP1300132Decathlon2003DecathlonDecathlonTHERESEARCHOFDECATHLON(SHANGHAI)SPORTCO.LTD.FORDEVELOPMENTSTRATEGYABSTRACTIn2004,theGDPofChinaincreasedby9.5%y-o-y,thepercapitaGDPwasupto1,300USdollars.ThenumberindicatesthattheexpenditureinleisureandentertainmentwillcontributethemainpayoutforChinese.Gymnasticspendingwillbecomethemainstreamexpendituresinceitcharacterizesgreen,fashion,andhealth.Thereismorethan1.3billionpopulationinChina,andwhichformsamarketthatthetotalvolumewillsurpass2trillionRMB.Sothesectoriscalledstripgoldmine,whichbeconsideredasaeconomichotspotbyChinesegovernment.Decathlon,thebiggestsportsgoodsretailerinEuropeandsecondbiggestintheworld,enteredChinesesportsgoodsretailmarketin2003.Since2003,Decathlonexpandsitselfasfastasitscan.ThegoalofDecathlonistobecomethebiggestsportsgoodsretailerandmanufacturerwiththewidestproductsrange,andbecometheleaderinChinesesportsgoodsretailsector.Theessaybringstobearthestrategicmanagementtheoriesandfirst-handdata,toanalyzeDecathlon’sinternal&externalenvironment,anditsstrength&weakness.Thoughtheanalysis,readercangettoknowtheprocessofhowDecathlondrawsitsdevelopmentstrategyintoconclusion.Then,throughtheanalysis,theauthorhopethatChinesecounterpartcanabsorbsomeusefulexperience.Atlast,theauthorprovideshisownsuggestionabouthowtoimplementthedevelopmentstrategybychoosingapropercompetitivestrategy.Inthefirstchapter,authorintroducessomebasicinformationaboutDecathlongroup,andtheresearchgoal,methodofthethesis.Inthesecondchapter,authorcollectssomestrategicmanagementtheory,whichprovidestheoreticalfoundationandtoolsforlaterused.Thethirdandforthchapteranalyzetheinternal,externalenvironmentandstrength,weaknessofthecompany,thensettledownitsdevelopmentstrategy.Inthelastchapter,authorraisehissuggestionaboutwhichkindsofcompetitivestrategiesshouldbechosetoimplementcompany’sstrategy.KEYWORDS:strategymanagement,competitiveadvantage,brandstrategy,creativestrategyMBA1Chapter1Exordium11Foreword111Research’sBackgroundIn2004,theGrossDomesticProduct(GDP)ofChinaincreasedby9.5%y-o-y,comparedwithlastyear.ForindividualChinese,TheGDPnumberupto1300USdollarpercapita.In2002,theEnglefactorofurbanareaandruralareadroppedto37.7%and46.2%respectively.Accordingtocurrenttrend,thosefactorswillcontinentcomingdowntolowerthan35%basedonChineseauthority’sforecast.AccordingtothecriteriaissuedbyFoodandAgricultureOrganization(FAO)ofUnitedNation,thecountryisaffluentifit’sEnglefactorbelowthan40%andwealthyifthefactorlessthan30%.“TheGDPsurpass1100USdollarpercapita,standardoflivingclimbtoaffluentlevel,fromtheinternationalview,thesearetypicalsymboltoshowthesocietywilltransfertoenjoymentandentertainmentstyle.Gymnasticconsumptionwillbecomethemainstreamofexpenditureforcommonpeople,sinceitsbecharacterizedasgreen,fashionandhealth.”BiJinBo,thechiefoperationofficerofHuatiinternational,engagedintheexploitationofGymnasticindustryforalongtime,said“theaverageexpenditureinGymnasticaspectisabout300~500USdollarpercapitaperyearinWesterncountries,whilstitlessthan100RMBforChinese.Chinahaspopulationmorethan1.3billion,thereintonolessthan500millionhavetheirincomemorethan3000USdollarperyear.IfChinesespend50%expenditureingymnasticaspectaswesterndo,thewholemarketvolumeshouldbe2trillionRMB.”So,thegymnasticindustryiscalledhypaethralgoldminebyenterprises,andactasaneweconomichotspotandwithhighexpectationbyChineseacademiathattheChinesegymnasticindustrycanbealeadingareaintheworld.Now,Chinesegymnasticmarketisbooming,andhasagreatpotentialinthenearfuture.The2008BeijingMBA2Olympicgameisjustatcorner,theChinesegymnasticmarketlikeashiningpearl,agrandpotentialmarketthatbeestimatedupto2trillionRMB.Theconnotationofgymnasticindustryis“theindustrythatprovidesthegymnasticproductforsociety,theproductcontainthegymnasticserviceandphysicalinstrument.”Sothephysicalinstrumentisanindispensabilityloopinthewholegymnasticindustry’sdevelopmentchain,itprovidesnecessaryandproperequipmentsforotherdifferentpartoftheindustry.Indevelopedcountries,thegymnasticindustryactsasabigroleinthewholeeconomic.TakeAmericaasanexample,thetotalvolumeoftheindustryupto212.5billionusdollars,andrankedasno.eleventhbiggestsectorinAmerica,baseonitspercentageofGDPin1999.Amongthenumber,thephysicalinstrumentvolumeisupto130billionUSdollars,devoted61%oftotalvolumeoftheindustry.Sothesportsretailattractsmoreandmoreattentionallovertheworld,especiallyforthemultinationcompanies.BeforeNovemberof2004,theforeignsportsretailgiantcannotenterChina,becausethegovernmenthadn’topenedthesectoranditwasstillaprotectivesectorfordomesticenterprises.Whilst,thedomesticenterpriseslackedcapital,runshortofmanagementskill.TheconsequenceisthatthereisnoonewhocangetoverwhelmingcompetitiveadvantagethroughheavyinvestmentandadvancedmanagementtoformamonopolyintheterminalendofgymnasticindustryinChina.AfterNovember2004,thebanhasbeenabolishedaccordingtothecommitmentofChinesegovernmentthatopeningtheretailsectorinthreeyearsafterenteringWTO.Thesectoristotallyequalforeveryonei