发展战略-全球着名家具集团发展战略(英文版)
特百惠(中国)发展战略的思考
特百惠（中国）发展战略的思考3特百惠（中国）有限公司内外部环境分析3.1特百惠品牌及公司简介特百惠（Tupperware），全球著名家居用品品牌，总部设在美国弗罗里达州奥兰多市。
是一家有着超过70年历史，在全球设有70多家分公司的跨国集团企业。
特百惠公司在全球15个国家设立了生产基地，如美国、法国、澳大利亚、韩国、中国等。
在全球已推出8000余种产品，畅销全球100多个国家和地区。
特百惠公司致力于设计实用与美观相结合的优质产品，为消费者提供食物保鲜、制备、烹饪、储藏、盛餐、清洁等系列的产品。
特百惠不仅成为塑料保鲜容器的代名词，更惠及全球亿万家庭，引领安全卫生、方便轻松、美观实用的家居用品新时尚。
特百惠产品因其对提高人类家居生活品质的巨大贡献而被载入《吉尼斯20世纪大全》；1999年被美国《财富》杂志誉为“20世纪经典产品”，并多次获得世界级设计大奖，收藏于世界各地多个博物馆。
母公司Tupperware Brands Corporation旗下拥有多个品牌，覆盖了包括保健食品、彩妆、身体护理、童装、家具等多个行业。
特百惠(中国)有限公司（以下简称特百惠(中国)）成立于1995年12月，为美国独资企业，于1996年底正式营业。
总部和现代化工厂设在广州，在全国设有6个区域分公司和30个省级办事处，业务遍及全国300多个城市和地区，在全国拥有3800多家专卖店、专柜。
现代化工厂拥有先进的注塑技术和生产线，采用全球统一的原料和品质检验标准。
工厂已通过英国劳氏公司ISO9001：2008质量体系认证。
生产过程和品质控制严格高效。
2000年，特百惠开始在中国设立特许经营形式的加盟专卖店，以体验式营销和消费会员制为发展策略，目前在全国已拥有几千万会员。
特百惠一直致力于成为通过提供优质家居用品及独特理家方案以提高千家万户生活水平为己任的行业领导者。
2005年初，特百惠被《世界经理人》杂志评为“中国100个最佳特许经营品牌”之一；2008年被《都市主妇》杂志评为“最受中国女性青睐的品牌之一”；2008年被中国连锁经营协会评为“2008-2009年度中国特许经营最具成长力奖”；2008年入选“中国特许经营连锁百强”。
公司发展战略计划Strategic Plan
This is the Internal Business plan for MJ Groupin for the 1st year. It included Business Strategic, Business Aim, Research (Internal Research & Exrternal Research) and Develpoment (Internal Development & External Development)Business Strategic●Creative: As a new company, we sholuld open our mind andalways looking for new opportunities. Specially group phurchasing is rapid developing in the world. Be flexible will help MJ Groupin to expand the market and gain advantages in the competition.●Always looks for the best: Business partners and customersalways looking for better services, we should show the business partners and customers that we are working in progress and aim to provide better services. As a staff of MJ Groupin, we should hold a ―can do‖ a ttitude and aim to work for the best result.●Stable & Consistent: Quantity is important, quality is moreimportant, quality of our services relates to the company develop consistently. As the rapit development of group phurchasing, a stable and consistent company strategic and management isnecessary. In order to gain company reputation, our quality of service need to be stable.Business Aim●Become one of the most influential internet purchasingcompanies in Irland. Our services are wide covered in different fields. We will start ouversea development in 2nd year.●Build up mature company operation system.ResearchResearch always the key fundation for a company development. Since company exist and operate in the marketing enviroment, the first step in a plan is research in that enviroment. Research is carried out into the makrets themselves and then the information collected is analysed in the context of the marketing the of products. Research included Internal Research and External Research.●Internal Research is the historical information in a company. Itwill be sales/order and margin/porfit data relating to the products and areas. The information needs to be put onto context in the form of market shares by geographical area and industry type for individual products and in todal.●External Research is used to give a description of the market;mornitor how the market changes; decide on actions to be taken by company and evaluate the results of these actions. It includes primary data and secondary data. Information includes market information and Service information. Market information will tell us the market’s size; the main customers & business partners;the state of the market; how well the other companies doing;methods of communication; problems czused by; legal and market development. Service information relates to our competitors and the customers. Who & where is our potential customers, are our services meet customers’ need? Is necessary to develop our service & potential of new services? compet itors’ services & pricing.Develpoment●External DevelopmentThere are six fields which we can start at the first development stage as following1.Turism: It includes turism inside & outside dublin; airplanetickets booking; and orversea turism. One of the reseans to develop turism group phurchasing is aim to gather marketingprimary data in different location. Then we will have better understanding in cunsumption phurchasing attitude & how are the business in different industries in different location. This will help us to develop the fist services when we plan to set up business outside Dublin.Therefore, Turism will be a project which bring income to MJ Groupin, develop popular service to customers and also provide suport for further development for MJ Groupin.Stepts: 1st stept: Inside dublin— e.g. hotel room group booking (1st month—)2nd stept: Outside Dublin (Hotel Booking, local turism etc. Pilot test in Sep 2011, focus in Feb 2012)3rd stept: Airplane tickets (before Dec 2011).4th stept: Expanding municate with turism accociation oversea, aim to get cheap turismpackage and provide huge number of traveller whichwill increase income. ―Win-Win Situation‖ (April2012)2.Chinese Service Platform:Stepts: 1st stept: Adverting (1st & 2nd month)2nd stept: Negociate with potential customers (1st month—) I have existing preliminary potential business partners in some industries.3rd stept: Implement: sign agreements with business partners and put deals on website (1st month—)1-3 Stept is the first stage development of the Chinese Platform. Aim to test how deep the water is and select the fist service for the Chinese Service Platform. The prototype of the platform will be seen. The following stepts will be focus on the make the prototype more organize and mature. It may like the fisher man net in the sea in the first three monthes, but the net will be more focus on some industries after.4th stept: After 3 monthes time, we will have experience, we will focus on the fist service according to the successful deals during the last three monthes.5th Stept: Team Development.3.College Application:Group purchasing in college application will only available for the courses which don't have specific requirements (e.g. GRE test) forstudents.Stepts: 1st Stept: Adverting: (1st month)2nd Stept: Contact business partners: (1st /2nd month – )3rd Stept: Implement: sign agreement with business partners and put deals on website (2nd /3rd month)4th Stept: Team Development (after 3rd month)4.Catering e.g. Restaurant / Takeway / Coffee shop5.Beauty6.FishingStrategics for External Development1.Group + Group Group Purchasing StrategicGroup + Group purchasing strategic can reduce the risks in MJ Groupin’s first stag e development, provide stateble customer source, increase the sucessful presentage of the deals. We can commmunicate with the groups in specific fields. For example, we can promote our website on International Student Union Website or joint International Student Chat Room, then international students will know our group purchasing in College Applocation. This stragegic is useful in developing Turism, Chinese Serive Platformand College Application projects. Therefore Chinese Association Website, Irish turism chat group etc will be our targets.The result of Group + Group Group Purchasing Strategic can be seen as follow:Therefore, Group + Group Group Purchasing Strategic will be a expanding strategic for long tern development.2. Small Village Group Purchasing StrategicDevelop regional group phurchasing. Catering , Beauty are the mostpopular deals in group purchasing. Every location has catering andbeauty industries. Fishing is popular in summer time. Develop deals such as renting boats will be popular by customers. It has limitation in location, and can be start in Dunlaoghaire. As we have small team at the beginning, we can start with Catering, Beauty in 1 or 2 location (for example Balckrock and Dublin 2).Cool call is very important.Stepts: 1st Stept: Select locations including dublin city centre and outside city centre. Start with catering and beauty industries. (1st & 2nd month)2nd Stept: Team development (after 2nd month)3rd Stept: Expanding to other areas (after 2nd month)4th Stept: Expanding to other industirs (after 3rd month)After 6 monthes time, we will have our fist industries in fist areas. Further development can be seen as following,Also experience in small villages can be use when expanding outside dublin.Internal DevelopmentOfficer manager should understanding the market, knowing the development of our company, wide view of the development, also need to give support to the marketing managers. Office manager should carry responsibilities as follow:1.Marketing: Be aware of the business partners may try to promotethe unpopular products which will harm our business. Info gathering and analysing.2.HRM: - Motivate staffs: good working relationship will be builtbase on understanding and acceptance.- Set up ―Office Assitant System‖(6th month): Office Assistant System is necessarry and important for a e-business company. It provide not only a internal comminication platform but also increase company cohesion. It will also helpful in management. In China, many companies have ―Office Assistant System‖, it is not difficult to apdapt a system which suit our company.- Set up Outside dublin office (8th month): Outside dublin office can be set up when we have HRM System and market experience.Further development, MJ Groupin company HR structure can be seen as following:Office manager – Marketing manager in turism – Team members– Marketing manager in Chinese Serive Platform –Team members– Marketing manager in College Application – Team members–Marketing manager in Dublin 1 –Team members for catering–Team members forbeauty– Marketing manager in Dublin 2 – Team members for catering–Team members for beauty...Office outside Dublin will follow the same structure3. Communicate with the team in China: Organize the order info from business parts carefully and send to the team in China. Make sure the info on the website meet the requirements of business partners.4. Administration: Daily administration including documation and annual report to CEO.。
如何从本质上提升家具企业品牌(二)——战略并购与战略联盟篇
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公司发展策略模板英语作文
公司发展策略模板英语作文Company Development Strategy Template。
Introduction。
In today's rapidly changing business environment, it is crucial for companies to have a well-defined development strategy in place in order to stay competitive and achieve long-term success. A development strategy serves as a roadmap for the company, guiding its growth and expansionin a structured and sustainable manner. In this article, we will discuss a comprehensive company development strategy template that can be used as a starting point for companies looking to create or refine their own development strategy.1. Vision and Mission。
The first step in developing a company development strategy is to clearly define the vision and mission of the company. The vision statement should articulate the long-term goals and aspirations of the company, while themission statement should outline the purpose and valuesthat guide the company's operations. These statements serve as the foundation for the development strategy, providing a clear direction for the company's growth and development.2. SWOT Analysis。
企业的战略与策略规划英文版
Cost Leadership: This strategy focuses on achieving the lowest cost structure in the industry to compete on price
02
Analysis of External Environment of Enterprises
Consider the political stability, policies and regulations that affect the industry
Political factors
Assess the economic situation, inflation, interest rates, and growth prospects
Threats
Identify key competitors and their strategies
Competitive landscape
Competitive positioning
Competitive advantage
Competitive response
Assess the company's current market position and competitive advantage
Competitive positioning
Understanding the competitive landscape and positioning the company accordingly, through differentiation or cost leadership strategies
Plans
Detailed actionable steps and milestones to achieve the set goals, including identification of key resources, timelines, and responsibilities
国际家具品牌策划书3篇
国际家具品牌策划书3篇篇一《国际家具品牌策划书》一、品牌背景随着全球经济的发展和人们生活水平的提高，家具市场需求不断增长。
我们旨在打造一个具有国际影响力的高端家具品牌，满足消费者对于品质、设计和个性化的追求。
二、品牌定位1. 目标市场：中高端消费群体，注重生活品质和家居环境的打造。
2. 品牌形象：时尚、高端、品质卓越、独具个性。
3. 产品特色：融合创新设计与精湛工艺，提供多样化的风格选择。
三、品牌理念我们的品牌理念是“创造美好生活空间”，致力于通过优质的家具产品为消费者营造舒适、美观、富有品味的家居环境。
四、产品策略1. 设计研发：与国际知名设计师合作，不断推出新颖独特的产品系列。
2. 产品质量：严格把控原材料和生产工艺，确保产品质量达到国际标准。
3. 产品系列：涵盖客厅家具、卧室家具、餐厅家具等多个系列，满足不同空间需求。
五、营销策略1. 线上推广：利用社交媒体、电商平台等进行品牌宣传和产品销售。
2. 线下活动：参加国际家具展会，举办新品发布会、品牌体验活动等。
3. 合作与联盟：与知名室内设计师、家居装饰公司等建立合作关系，拓展市场渠道。
4. 客户服务：提供优质的售前、售中、售后服务，增强客户满意度和忠诚度。
六、品牌传播1. 品牌故事：讲述品牌的发展历程、设计理念和核心价值观，增加品牌的情感共鸣。
2. 视觉形象：打造统一、独特的品牌视觉识别系统，包括标志、包装、宣传物料等。
3. 口碑营销：通过客户的满意度和口碑传播，提升品牌的知名度和美誉度。
七、渠道建设1. 建立全球销售网络，包括专卖店、经销商等渠道。
2. 加强与大型家居零售商的合作，扩大产品的市场覆盖面。
八、财务预算1. 品牌推广费用：包括广告投放、活动举办等。
2. 设计研发费用：与设计师合作、新产品开发等。
3. 生产和运营成本：原材料采购、生产设备更新、人员工资等。
九、风险评估与应对1. 市场竞争风险：持续创新和提升品牌竞争力。
2. 经济环境风险：灵活调整策略，降低成本，拓展多元化市场。
2020年家具定制索菲亚公司发展战略和经营计划
2020年家具定制索菲亚公司发展战略和经营计划2020年3月目录一、2019年公司经营情况回顾 (5)1、索菲亚柜类定制 (5)（1）渠道管理 (5)①经销商渠道 (5)②大宗工程业务 (6)③电商渠道 (6)④整装/家装渠道 (6)（2）品牌升级 (7)（3）产品和店面 (7)2、司米定制橱柜 (8)（1）渠道端 (9)①传统渠道 (9)②家装整装渠道 (9)③工程渠道 (10)（2）品牌推广 (10)（3）新品开发及推广 (10)（4）促销活动 (11)3、索菲亚•华鹤定制木门 (11)4、数字化战略稳步推进 (12)二、行业格局和趋势 (12)1、行业发展状况 (12)（1）行业规模 (12)（2）定制家具企业虽然增速开始放缓，但在家具市场的份额仍然较小，仍有较大的增长空间 (13)2、行业周期性特点 (13)（1）行业季节性：上半年淡季，下半年旺季 (13)（2）行业与上游之间的周期性及关联性 (14)3、行业发展趋势 (14)（1）定制家具行业跟房地产行业相关性高，但行业市场基数尚小，发展空间较大14（2）伴随家装消费升级，越来越多消费者青睐品牌定制家具 (15)（3）O2O（线上到线下）模式普及程度不断提高 (15)（4）单一品牌掀起大家居浪潮，中高端消费者更青睐专家品牌 (15)（5）数字化技术在定制家具行业的使用越来越广泛，但各家企业的数字化水平仍参差不齐 (16)（6）借助工业4.0智能制造技术实现大规模定制 (16)三、公司核心竞争力 (17)1、品牌力不断攀升 (17)2、积极进取的全渠道营销体系 (18)3、拥有全方位、垂直一体化“数字化运营平台”，并持续优化中 (18)4、产品力 (19)5、工业化（供应链能力）：7大工厂，24条柔性生产线，交货期短，准确率高，返修率低 (20)四、公司发展战略 (21)五、2020年经营计划 (21)1、深化实体专卖店+全渠道+互联网+数字化的经营模式，提升产品的市场占有率和品牌知名度 (21)2、品牌推广计划 (22)3、产品线完善 (22)4、数字化升级 (23)5、智能制造升级计划 (23)6、人员培养和扩充计划 (23)六、主要风险因素 (24)1、房地产行业宏观调控带来的风险 (24)2、市场竞争加剧的风险 (24)3、劳动力成本上升的风险 (25)4、信息系统风险 (25)5、原材料价格上涨的风险 (25)6、管理的风险 (26)7、产品设计被仿制的风险 (26)8、行业处于成长期，行业标准缺失 (27)一、2019年公司经营情况回顾2019年，作为家具制造业的细分行业——定制家具行业，受到行业竞争加剧、渠道流量碎片化愈发明显，增速开始放缓。
公司级战略讲义英文
Sharing Activities often lowers costs or raises differentiation
Example: Using a common physical distribution system and sales force such as Procter & Gamble’s disposable diaper and paper towel divisions
Incentive system that rewards more than just business unit performance
Alternative Diversification Strategies
Related Diversification Strategies
Sharing Activities Transferring Core Competencies
Financial Economies
Managerial Motives
Motives, Incentives, and Resources for Diversification
Resources
Incentives
Managerial Motives
Incentives and Resources with Neutral Effects of
Motives, Incentives, and Resources for Diversification
Resources
Incentives
Managerial Motives
Managerial Motives Causing Value Reduction
what is strategy(什么是战略)-迈克尔·波特
什么是战略迈克尔•波特《哈佛商业评论》中文版2004年1月号一、运营效益并不是战略近20年来，各种游戏规则与管理理念层出不穷，令管理者应接不暇。
比如，企业必须保持一定的弹性，才能对瞬息万变的市场和竞争变化做出及时的反应；企业必须不断地进行基准比较，才能实现最佳实践的运作；企业必须各级发展外包，才能不断提高自己的效率；必须培养自己的核心竞争力，才能在竞争中始终一马当先。
与这些新兴的管理理念相比，面对当今风云变幻的市场和日新月异的科技，曾被视为战略核心的定位(positioning)被斥为过于一成不变而遭到遗弃。
根据新的管理信条，竞争对手可以迅速复制任何市场定位，因此，任何竞争优势充其量只能是暂时的。
但是，以上这些信条有可能带来危害，因为它们只说对了一半。
而且在这些信条的指引下，越来越多的企业正在走上相互残杀、竞相毁灭的竞争之路。
我们看到，随着管制的放松和市场的日益全球化，一些横亘在公司间、阻挡它们开展竞争的障碍正在消除。
我们同时也看到，很多公司投入了相当大的精力，力图使自己的组织变得更加精干、更加敏捷，以便应对随时可能出现的竞争。
然而在许多行业，有些人津津乐道的超级竞争（hypercompetition）却完全是一种自残行为，而不是竞争模式发生根本变化的必然结果。
追根溯源，问题出在人们混淆了运营效益（operational effectiveness）和战略（strategy）这两个最基本的概念。
为了追求生产率、质量和速度，企业开发出大量的管理工具和技巧，如全面质量管理、基准比较法、时基竞争（time-based competition）、外包、合作伙伴、流程再造（reengineering）以及变革管理等。
这些管理工具和技巧虽然使企业的运营效益得到了极大的提高，但是许多企业往往会因为无法将所得转化为持久赢利而感到万分沮丧。
不知不觉中，管理工具逐渐取代了战略。
于是，当管理者全线出击、力图全面改进企业运营时，他们其实是南辕北辙――离自己原本具有竞争优势的定位越来越远了。
2020年软体家具企业发展战略和经营计划
2020年软体家具企业发展战略和经营计划2020年4月目录一、2019年公司经营情况回顾 (5)1、内贸业务 (5)（1）产品力 (5)（2）渠道管理 (5)（3）零售布局 (6)2、外贸业务 (6)3、研发管理 (7)4、制造管理 (7)（1）制造布局 (7)（2）制造效率 (7)5、供应链管理 (8)6、用户经营 (8)7、品牌管理 (8)8、行业运行情况 (9)（1）全球软体家具行业 (9)（2）我国软体家具行业 (9)二、行业格局和趋势 (10)1、贸易战趋于缓和，利于出口业务恢复 (11)2、地产竣工好转，家居零售市场有望回暖 (11)3、住房改造提升，存量替换需求逐渐觉醒 (11)4、消费者对软体家具产品品质要求将持续提高 (12)5、行业集中度有望持续提升 (12)6、龙头企业聚焦打造全网营销运营能力 (13)7、渠道管理日益精耕细作，终端服务能力逐步提升 (13)三、公司核心竞争力 (14)1、品牌力 (14)2、组织力 (14)3、研发设计力 (15)4、渠道力 (15)5、产品力 (16)四、公司发展战略 (16)五、公司经营计划 (17)1、内销业务 (17)（1）产品策略 (17)（2）渠道管理 (18)（3）零售布局 (18)（4）集成外采 (18)2、外销业务 (18)（1）产品策略 (18)（2）国际化布局 (19)3、研发管理 (19)4、制造管理 (19)（1）保障年度产能 (19)（2）控制制造成本 (20)（3）提升生产效率 (20)5、供应链管理 (20)（1）业务变革 (20)（2）流程优化 (20)（3）机制搭建 (20)（4）组织能力 (20)六、可能面对的风险 (21)1、市场竞争加剧的风险 (21)2、经销网络管理风险 (21)3、汇率波动风险 (22)4、中美贸易摩擦风险 (22)5、原材料价格波动风险 (22)6、YQ持续时间超预期风险 (23)一、2019年公司经营情况回顾2019年公司抓住家居大整合时代的竞争机遇，以结构性增长为杠杆，以有效进攻为主基调，控制可控，紧缩挖潜，主动变革，确保既定盈利前提下实现规模最大化和主航道领先的竞争优势。
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Major trends society is changing
• Changing Expenditure Patterns – Increasing discretionary spend – Many more ways to spend it: credit/equity, release/retail, experiences/Internet/telephone
3
Business Concept
We develop, manufacture and market a customer-oriented range of interiors for kitchens, bathrooms and storage solutions via our strong brands. Through efficiency improvements, co-ordination and by learning from each other in the areas of purchasing, manufacture and marketing, we create added value for both our customers and our shareholders.
10-20%
Medium/average market segments
40-45% Cheap products
1973 1981 1986 1990
2010
Polarisation independent of income
Integrated manufacturer - distributor provides long value chain
4
Major trends in the European kitchen market that influence our way forward and our strategy
• Varied roles means numerous demands – Work, rest and play, flexibility is key, traditional boundaries dissolve – Expression of our individuality
• The battle for customers is fought in the stores – Polarisation: DIY or BIDDYs (Buy It, Don’t Do It Yourselves)
• Spending on homes and improvements up (Home and Garden), the home is increasingly central to our social lives, fashion-driven, shorter lifespans – From replacement to desire driven purchasing – Receptive to new ideas/designs
• 24 Hour Society – Goods & services where we want them, when we want them
• From Mass Society to Mass Customization – Leveraging economies of scale to give individuals exactly what they want, e.g. Starbucks
Nobia Group’s strategy
Presentation by Fredrik Cappelen, CEO 18 September 2003
1
Agenda
• Nobia vision and business concept • Major trends in the European Kitchen market • Nobia’s objectives – what we are set to achieve • Nobia’s strategy – how we aim to achieve our objectives • Summary
2
Vision
To be Europe's leading retailer and manufacturer of kitchens, bathrooms and storage solutions and the most profitable business within this sector by delivering world-class retailing and manufacturing capabilities.
• Strong housing market
7
Mega trends marketplace is changing
Polarisation of markets
8%
7%
6%
5%
20%
ห้องสมุดไป่ตู้20%
29%
31%
49%
49%
34%
30%
31%
36%
23%
24%
5%
35-40%
High High High quality products
• Society is changing • The marketplace is changing • Consumers are changing
The future is fast approaching and holds opportunities for those who act
5
The Outside World
• The Experience Economy – As we move up the hierarchy of needs, experience becomes a primary motivator
6
Home Marketplace
Major trends marketplace is changing