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MBA硕士毕业论文_服装外贸公司业务转型策略研究PDF

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更新时间:2022/1/18(发布于浙江)

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随着经济全球化的迅猛发展,信息不对称性的问题已解决,从垄断中国外贸 市场到与生产企业和外商投资企业三分天下,中国的外贸企业屡遭阵痛与冲击,没 有生产与深层服务环节,仅仅充当中间商起主导作用的时代早已一去不复返。因此, 论文选择Y服装外贸公司为研究对象,试图寻求价值链中有相对比较优势环节的延 伸和巩固,提出相应的转型策略,具有非常重要的现实借鉴意义。 论文首先提出选题背景和研究意义;相关文献综述以及研究思路;其次,阐述 Y服装外贸公司经营现状及面临的主要困境,主要表现在:销售收入陷入减缓与持 平的僵局、单一客户经营风险增大、供应链上游合作伙伴的矛盾与风险、小订单操 作的瑕疵,其原因在于缺乏明确的经营战略目标与规划、客户战略转移的影响和公 关战略的缺失、缺乏自有生产线能力、缺乏操控大型订单的背景和经验。因此,Y服 装外贸公司急需业务策略转型;再次,阐述Y服装外贸公司转型面临的内外部环境。 利用PEST模型、五力模型、IFE矩阵分析等方法对Y服装外贸公司内外部环境,急 需战略转型的切入点和可行性进行深入剖析;最后,提出Y服装外贸公司转型的具 体策略。 论文的重点在确定Y服装外贸公司战略目标定位及战略阶梯基础上,提出稳定 和发展现有业务的规划和逐步实现ODM转型规划;在组织结构调整和人才培养策略 方面,注重企业的组织结构调整与业务流程改进;在客户拓展策略方面,注重开发 新客户多元化;在产品差异化策略方面,重点打造高增长率、高市场占有率产品策 略和向科技创新产品转型策略;在供应链资源一体化策略方面,重点挖掘客户需求 痛点和服务增值策略、组织设备智能化的生产线。论文提出的转型策略立足于Y服 装外贸公司,从成本、质量、服务和效率等方面根本性的改善和打造核心产品,赢 得市场竞争优势和长远发展的能力,具有战略发展的借鉴意义。 关键词:转型策略;核心竞争力;原始设计制造商;供应链资源一体化 - II - Research on Business Transition Strategy of Y Garment Foreign Trade Corporation Abstract With the rapid development of economic globalization, the problem of information asymmetry has been solved. From monopolizing China's foreign trade market to three-thirds of the world with production enterprises and foreign-funded enterprises, Chinese foreign trade enterprises have suffered repeated pains and shocks, the era of solely acting as a trade intermediary has long gone. Therefore, this paper choose Y garment foreign trade corporation as the research object, try to seek the extension and consolidation of the links with comparative advantages in the value chain, and put forward the corresponding transition strategy, which has very important practical reference significance. Firstly, the paper put forward the background and research significance of the topic. Literature review and research ideas; Secondly, the paper expounds Y garment foreign trade corporation operating status and the main difficulties, mainly displays in: the sales income in a slow and flat deadlock, single client business risk, the contradiction between the upstream supply chain partners and risk, the smaller the amount of the order operation flaws, its reason lies in the lack of a clear business strategic target and planning, the influence of customer strategic transition and the lack of public relations strategy, the lack of its own production capacity, lack of management background and experience of large orders; Therefore, Y garment foreign trade corporation is in urgent need of strategic transition; Once again, elaborate Y garment foreign trade corporation transition facing the internal and external environment. Using PEST model, five forces model, IFE matrix analysis and other methods, the internal and external environment of Y garment foreign trade corporation is in urgent need of in-depth analysis of the entry point and feasibility of strategic transition; Finally, put forward the specific strategy of Y garment foreign trade corporation transition. The focus of the paper is to determine the company's strategic target positioning and strategic ladder, put forward the plan to stabilize and develop the existing business and (gradually realize the ODMOriginal Design Manufacturer)transition plan; In the aspects of organizational structure adjustment and staff training strategy, we pay attention to the organizational structure adjustment and business process improvement of enterprises. In terms of customer development strategy, focus on the development of new customers diversification; In terms of product differentiation strategy, focus on building high growth rate and high market share products strategy and transition strategy to technological innovation products; In terms of - III - supply chain resource integration strategy, focus on exploring the pain points of customer demand and value-added service strategy, and organize intelligent production lines of equipment. The transition strategy proposed in this paper is based on Y garment foreign trade corporation's ability to fundamentally improve and build core products from the aspects of cost, quality, service and efficiency, so as to win market competitive advantage and long-term development, which has a reference significance for strategic development.