HC 集团 1997 年成立于香港，成立之初，从事板式家具的设计、生产及销售，因产 品设计时尚前卫，品牌营销方向较为正确，成为国内第一批成功推出品牌加盟店的家具 企业，并在当时市场上成为翘楚，2002 年得到资本市场的青睐，于港交所成功上市。经 过 20 多年的发展，HC 集团目前已发展成为一家涉及家具制造、投资、酒店经营等多元 化的综合型企业。 随着外部环境的发展变化，企业内部的资源配置越来越不能满足多样化的业务组合 模式，并在近几年出现企业发展停滞不前的现象。首先随着消费需求的不断升级，人们 越来越喜欢根据自己的需求让品牌商家给自己量身定制家具，而不愿意商家做好成品家 具让他们直接选购，这也造就了近几年 A 股市场热门的定制家具企业上市潮（如尚品宅 配、索菲亚、欧派等市值几百亿级的定制家具企业纷纷上市，并发展越来越好），进而 竞争对手的不断强大，给 HC 集团造成越来越大的压力。其次，国家对家具制造业越来 越高的准入门槛（如环保设备要求等）、不断上升涨的劳动力成本、材料成本、土地租 赁成本，越来越不允许原有的成品家具库存式生产模式。 在这样的背景下，HC 集团应该如何重塑核心竞争力，结合市场的发展趋势，合理 配置资源，通过关、停、并、转的手段，优化企业的业务组合模式，重新调整战略方向， 制定及实施适合企业未来发展的新的商业模式，即是本文的研究重点。本文将通过外部 环境分析，包括外部环境、市场分析、行业分析、竞争对手分析，和内部环境分析，包 括企业发展历史分析（优势、文化、价值观、管理理念等）、资源分析、能力分析、核 心竞争力分析，综合分析后制定适合 HC 集团未来发展需要的战略承诺，包括经营目的、 经营范围、市场范围、经营模式。从而最后提出 HC 集团发展战略的实施措施，包括公 司资源投入、组织架构、公司治理、激励与考核机制以及组织文化建设等。 结论，分析后发现，HC 集团存在着主要战略问题是多元化问题，导致企业资源分 散不集中，资源被投资、酒店、软装、中低端定制等分散，从而中高端定位的家具销售 主业被弱化。同时管理也跟不上，集团整体业绩倒退。最后笔者建议通过重塑核心竞争 力及市场目标、品牌定位，将通过商业模式的改变回归和做强中高端家具销售的主业。 关键词，高端定制家具/战略/创新/互联网II Abstract HC group was founded in 1997 in Hong Kong， since its inception， it engaged in the design， production and sales of board type furniture， because of the fashionable and avant-garde product design ，together with the correct brand marketing direction， it has become the first successful launch domestic brand franchise store furniture enterprises， and the best on the market at that time. It has gotten the favour of capital market in 2002， and has successfully listed in Hong Kong. From 2002 to2012， the enterprise has carried on the transverse expansion， the product category production line from plate across the board type furniture， solid wood， Europe and the United States style， mahogany， living room furniture (sofa)， mattress， etc.， .In 2012， it has launched into the field of plate type of whole house custom furniture， and later in 2013， it has introduced import sleep system in order to build a high-end products system. In 2016， it has entered the field of high-end luxury soft outfit custom. In 2017， it has its self-built and independent operated five-star hotels. Also， in the past 10 years， it has engaged in some plant rental business. This company has now developed into a involved in furniture manufacturing， investment， hotel management and other diversified integrated enterprise. With the development and change of the external environment， the internal resource allocation of an enterprise is increasingly unable to meet the diversified business portfolio model，and in recent years，the enterprise development has been stagnant. First of all，with the continuous upgrading of consumption demand， people prefer choosing customized furniture according to their own requirements ， rather than directly buying finished product furniture. it also brings a popular tide of bespoke furniture enterprises listed in the A-share market in recent years . Some market value of tens of billions of custom furniture enterprises have listed，and developed better and better，such as Shang Pin Zhai Pei，Sophia，opening etc..The continuously strong competitors， causing r increasing pressure to the HC group . Secondly， the country's furniture manufacturing industry increasingly high entry threshold ， such as environmental protection equipment requirements，etc.，rising labor costs，material costs， land rental costs， increasingly don’t allowed the original finished furniture inventory production mode. In this context， the research emphasis in this paper should be the HC group how toIII rebuild the core competitiveness， combine with the trend of the development of the market， the rational allocate of resources， through the means of clearance， stop， turn， and optimize of enterprise business portfolio model to adjust the strategic direction， formulate and implement suitable for enterprise for the future development of a new business model. This article will analyze through the external environment ， including the external environment， market analysis， industry analysis， competitor analysis， and the internal environment， including enterprise development history analysis (advantages， culture， values， management ideas， etc.)， resource analysis and capability analysis， core competitiveness analysis， comprehensive analysis in order to make strategic commitment for HC group's future development needs， which including the purpose， scope of business， the market scope of operation， management model. All these finally puts forward the HC group development strategy of the implementation of the measures， including the company resources， organizational structure， corporate governance， incentive and evaluation mechanisms， and organizational culture construction， etc. Conclusion: the analysis has found that the major strategic issue of the HC group is diversified， which leads to high-end positioning of furniture sales weakened by the owners enterprise scattered resources through investment， hotel， soft outfit， mid - and low-end customization. Management also can't keep up with at the same time， the group's overall performance has been set back. Finally， the writer suggest that to stronger sales of high-end furniture business through rebuilding the the core competitiveness ， market target， brand positioning， and the changing and regression of the business model. Key words: high-end custom furniture， strategic， innovation， InternetIV 目 录 摘要...........................................................................................................................................I ABSTRACT ............................................................................................................................. II 第一章 绪论..............................................................................................................................1 1.1 研究背景、对象和意义.................................................................................................. 1 1.1.1 研究的背景............................................................................................................... 1 1.1.2 研究对象................................................................................................................... 2 1.1.3 研究的意义............................................................................................................... 2 1.2 理论综述.......................................................................................................................... 2 1.2.1 企业战略发展概况................................................................................................... 2 1.2.2 企业战略的性质与作用........................................................................................... 3 1.2.3 SWOT 矩阵分析法.................................................................................................... 4 1.2.4 公司层战略的性质与主要内容............................................................................... 5 1.3 研究目标、方法和技术路线.......................................................................................... 5 1.3.1 研究目标................................................................................................................... 5 1.3.2 研究方法................................................................................................................... 5 1.3.3 研究技术路线........................................................................................................... 6 第二章 外部环境分析..............................................................................................................8 2.1 宏观环境分析.................................................................................................................. 8 2.1.1 政治环境................................................................................................................... 8 2.1.2 经济环境................................................................................................................... 9 2.1.3 社会环境.................................................................................................................. 13 2.1.4 技术因素的影响..................................................................................................... 14 2.2 行业环境分析................................................................................................................ 14 2.2.1 行业简介................................................................................................................. 14 2.2.2 行业发展趋势......................................................................................................... 15 2.3 竞争环境分析................................................................................................................ 16 2.3.1 主要竞争对手分析................................................................................................. 16 2.3.2 行业竞争结果变化趋势......................................................................................... 18 2.3.3 企业成功关键因素................................................................................................. 18V 2.4 机会和威胁.................................................................................................................... 19 2.4.1 机会......................................................................................................................... 19 2.4.2 威胁......................................................................................................................... 19 2.5 本章小结........................................................................................................................ 21 第三章 内部资源分析............................................................................................................22 3.1 公司发展历程................................................................................................................ 22 3.2 公司内部资源分析........................................................................................................ 22 3.2.1 硬件资源—有型资产............................................................................................. 23 3.2.2 软件资源—无形资产............................................................................................. 26 3.3 公司能力分析................................................................................................................ 26 3.3.1 市场营销能力......................................................................................................... 26 3.3.2 研发能力................................................................................................................. 27 3.3.3 生产能力................................................................................................................. 27 3.3.4 财务能力.................................................................................................................. 27 3.3.5 人力资源管理能力................................................................................................. 28 3.3.6 品控能力................................................................................................................. 28 3.3.7 管理者能力............................................................................................................. 28 3.4 企业的核心竞争力........................................................................................................ 29 3.4.1 企业价值链与文化分析......................................................................................... 29 3.4.2 企业核心竞争力分析............................................................................................. 30 3.5 优势和劣势.................................................................................................................... 31 3.5.1 优势......................................................................................................................... 31 3.5.2 劣势......................................................................................................................... 32 3.6 本章小结 ........................................................................................................................ 32 第四章 战略选择与定位........................................................................................................33 4.1 SWOT 分析， ................................................................................................................ 33 4.2 战略意图与宗旨............................................................................................................ 34 4.3 战略定位........................................................................................................................ 34 4.3.1 目标客户定位，..................................................................................................... 34 4.3.2 业务范围定位，..................................................................................................... 35VI 4.3.3 市场范围定位，..................................................................................................... 36 4.3.4 竞争优势定位，..................................................................................................... 37 4.3.5 战略实现途径选择，............................................................................................. 37 4.3.6 管理模式定位，...................................................................................................... 38 4.4 新的业务组合及管理模式，........................................................................................ 38 4.5 战略阶段划分与战略目标............................................................................................ 39 4.5.1 近期战略目标与工作重点..................................................................................... 39 4.5.2 中期战略目标与工作重点..................................................................................... 39 4.5.3 远期战略目标......................................................................................................... 40 4.6 本章小结........................................................................................................................ 40 第五章 战略实施与保障措施................................................................................................41 5.1 战略实施的挑战与难点................................................................................................ 41 5.2 战略保障措施................................................................................................................ 41 5.2.1 治理机制................................................................................................................. 41 5.2.2 激励机制................................................................................................................. 42 5.2.3 提升销售能力......................................................................................................... 42 5.2.4 加强技术研发、优化生产..................................................................................... 43 5.2.5 建设信息系统及云数据库..................................................................................... 43 5.2.6 企业凝聚力............................................................................................................. 43 5.2.7 人力资源建设......................................................................................................... 44 5.2.8 金融支持................................................................................................................. 44 5.3 本章小结........................................................................................................................ 45 结 论........................................................................................................................................46