本研究是想为发展中的中小企业提供一种可参考的提升方法。使企业在倾力
打造自身核心竞争力的过程中，有章可循。因为杉杉集团的发展历程是中国民营
经济发展的真实写照。其历经了中国民营经济的跌宕和沉浮的全称，最终在自身
不断转变的过程中实现了一次次的突破和跨越。
企业只有不断的改变自我，方能够生存下来，而如何改变才是最佳的方法，
我们无从确定，本研究只想通过对杉杉女装公司管理变革过程的介绍，向大家展
示如何借助已有的理论为企业自身的变革指明方向，试图诠释一种通过管理变革
走出困境的路径和思想，在此研究中就管理变革的理论依据、诱因、准备和实施
过程进行了详细的介绍，并进行了归纳和总结，试图给正在或即将进行变革的企
业提供一面镜子，让他们时时刻刻能观察到自己解决问题的观念和方法正确与否，
以促进民营企业经营能力的提升，从而提升整体民营企业的竞争能力。为正在深
入进行的中国经济体制改革添砖加瓦。
关键词:管理变革；企业文化；文化冲突；战略；流程；特许加盟
ABSTRACT
It has been over 30 years since China implemented reforming and opening up
policy. At the same time，Chinese private companies’ growth and development took
long journey. During this journey, thousands of enterprises have fallen down on the
road. Some of them kept on moving towards the difficulties and turned danger into
safety. There are also some enterprises who don’t know what course to take when they
meet the historical opportunity. The failure reason of all the above mentioned
companies is that they lack of scientific guide as to how to identify and control their
own resources.
This research is aiming to provide a referential method to the developing Small and
Medium Enterprises(SME) in China in order to enhance their core competency. Take
a Chinese private company Shanshan Female Garments Group as example, its growth
is the real reflection to China’s SME’s development. It experienced the big up and
downs during Chinese economic growth. Repeatedly it realized breakthrough and leap
through continuing to adjust and change itself.
An enterprise won’t survive unless it keeps on changing and improving itself. In
this research, it isn’t our main topic which approach is best suited to the SMEs.
However, it will demonstrate how to direct the SME’s change with the guidance of the
existing theory, through the introduction to the process of Shanshan Female Garment
Company’s management change. It will explain a path or an idea on how to get rid of
difficulty by management change . In the research, the author thoroughly introduces
the basis of theory, cause, preparation and implementation process regarding the
management change. In addition, the author makes summary for each aspect of them.
The research is trying to provide a mirror to the enterprises who are willing to
undertake management innovation or change. Through the mirror, managers can
distinguish if their problem solving concept or approach is correct or not. It will not
only enhance the individual private enterprise’ business operation capability, but also
the overall competency of China private companies. The author sincerely wishes to
make some contribution to the on-going China’s economic reform.
Key Words：Management Change；Company Culture；Culture Conflict；Strategy；
Working Flow；Franchising
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