优衣库的战略分析.docx
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优衣库的战略分析.docx
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优衣库的战略分析
【摘要】优衣库在其成立、成长的短短数十年,秉持以顾客为中心的理念,从一个名不见经传的小公司发展为日本服装零售第一品牌,缔造了日本企业的又一成功。
基于理论和实践的观点,通过文献研究的方法对优衣库的战略进行了分析。
首先,通过PEST分析法分析了全球服装行业的宏观环境,然后通过五力模型分析法,对在行业内优衣库处于的竞争地位进行了分析,之后通过SWOT模型分析公司的优势和劣势,机会和威胁,最后得出结论,为中国服装行业的发展提供经验。
【关键词】优衣库;战略;服装行业;分销渠道;质量
【Abstract】UNIQLOinitsestablishment,growthinjustafewdecades,upholdtheconceptofcustomer-centric,fromanobscuresmallcompanydevelopedintothefirstJapaneseclothingretailbrand,creatingaJapaneseenterpriseanothersuccess.Basedonthetheoryandpractice,thispaperanalyzesthestrategyofUNIQLOthroughthemethodofliteratureresearch.Firstofall,throughthePESTanalysismethodAnalysisoftheglobalapparelindustrymacro-environment,thenthroughthefive-forcemodelanalysis,intheindustryUNIQLOinthecompetitivepositionoftheanalysis,andthenthroughtheSWOTmodelanalysisofthecompany'sstrengthsandweaknesses,opportunitiesandthreats,andfinallydrawconclusionsforthedevelopmentofChina'sapparelindustrytoprovideexperience.
【KeyWords】UNIQLO;strategy;ApparelIndustry;distributionchannels;quality
Contents
Chapter1Introduction
ThecasestudyisabouttheUNIQUECLOTHINGWAREHOUSE,whichistheworld'stoptenLeisureApparelbrand.UNIQLOisaclothingcompany,whichwasoriginallyfoundedinYamaguchi,Japanin1949asatextilesmanufacturer.Nowitisaglobalbrandwithover1000storesaroundtheworld.Itprovidescustomerofallageswithhighqualityandreasonablepriceofcasualwear.TadashiYanaiisthefounderandCEOofUNIQLO.AfterWorkinginJapan'sfamousretailcompanyforashortperiodof9months.Accumulatingexperience,hejoinedhisfather'sfounderoftheretailenterprisesmallCountyBusiness.TheCEOofUNIQLOstickstoallthebigthingsandthinkbyhimself.ItispreciselybecauseYanaiisconstantlytryingnottogiveuptheideathatcontributestotoday'sinternationalUNIQLO.
Japan'sservicemanufacturingindustry,whichisunderthefinancialcrisis,isfading,evencompanieslikeToyota,HondaandPanasoniccan'tgetridofthedeficitsituation。
ButatthesametimethereisaclothingbrandcompanyUNIQLObutcatchingup,clothingsupermarketssweepingtheworld,thecompanysoldSales,dividendseventocreatesuccess.
Asamultinationalcompany,UNIQLOhasalwaysbeenintheleadingpositionintheapparelindustryandcontinuestoimprove.However,thecompanyalsohasmanyproblems,suchasmorecompetitors,lowpriceadvantage.
China'sapparelmarkethasbecomeabattlegroundforcompaniesfromallovertheworld,becausetheChinesemarkethasgreatpotential.AndUNIQLOperformedexcellentinthecompetition.Therefore,thiscasestudyaimstoprovideexperienceforthedevelopmentofapparelenterprisesinChinabysummarizingthesuccessfulexperienceanddeficienciesthroughthestrategicanalysisofUNIQLO.
Thisarticleusesthemethodthatunifiesthetheoryandpractice,hascarriedontheanalysistotheUNIQLOstrategy.PESTanalysiscanmakepeoplerealizethepolitical,economic,socialandtechnologicalenvironmentoftheenterprise.Andfacilitateenterprisestobetterpositiondirectionandmarketpotential.ThemacroscopicenvironmentanalysiscanhelpUNIQLOmanagewell,improveitssensitivitytothechangeofperipheralcondition,enrichandperfectthestrategicplanoftheEnterpriseprospect.Porter'sfive-forcemodelassessesthecompetitivepositionofUNIQLO.Everycompanywantstogainanadvantageinthecompetition.Therefore,thismodelwillhelptounderstandthebackgroundofUNIQLO.UseSWOTtoanalyzethemanagementperformanceofUNIQLO.Thiswillhelptoprovideafeasibilityproposalforthecompanytoproduceproducts.Becauseitisindispensabletocorporatereputationandsales,ithelpstounderstandtheenvironmentofthecompany.
Throughothermaterials,thispaperalsocomparesandanalyzesrelatedliteraturesfromdifferentviews,drawsonexistingresearchconclusions,providestheoreticalsupportandresearchmethodsforthisthesis,andmakesthearticlemoreconvincing.
Chapter2LiteratureReviewandMethodology
2.1Literaturereview
InordertohaveamorecompletepictureabouttheissuesIamtoexamine,theliteraturereviewwillstartwiththeconceptandevolutionofstrategicmanagement,andthenexplainthetheorytobeusedinthispaperinordertobetterunderstandwhyweshouldchoosethesetools.
ThewordstrategyhasbeenderivedfromtheGreekword"strategos",thecombinationof"stratos(thearmy)"and"ago(tolead)"meaningthe"militarygeneral"(David,2005).Thewordstrategymeans"theartofensuringandarrangingtheunityofactioninordertoreachagoal",whichcanbeseenindictionary.Fromthepointoforiginanddefinitionofstrategicmanagement,wecanseethatstrategicplanningoriginatesfrommilitarymanagement,andbusinessstrategyhasmanysimilaritieswithmilitarystrategyinmanyaspects.Theiressenceistogaincompetitiveadvantage.Strategicmanagementhasdifferentdefinitionsfromdifferentperspectives,forexample,fromamoderniststandpointthatstrategicmanagementcanbeviewedas"theuseofcurrentsourcesofproduction(capital,infrastructure,rawmaterials,etc.)tomaintainefficientlong-termbusinessfortheenterprise"(Dogan,2004)
HarvardBusinessSchool'sMichaelPorterisawell-knownstrategictheorist,andhisbookisofgreatguidingimportancetothestudyofstrategictheory."Commonstrategiescanbesummedupintothreetypes:
Totalcostleadershipstrategy,differentiatedstrategyandfocusedstrategy”(Porter,1980).Thislaysthefoundationforstrategicthinkingofenterprises.Thegoalidentifieswherethebusinesswantstogo,andthestrategyshowshowtoachievethesetgoals.Everybusinessmustplanforanappropriatestrategytoachieveitsgoals."Fromtheoutset,mygoalwastostudythecomplexlinkagesbetweenthestructureandstrategyofmodernindustrialenterprises,andthechangingenvironment."(Alfred,1991).
Porter'sconceptinthebookhasimportantimplicationsinstrategicareas,suchas:
five-forcemodelanalysisandgeneralstrategy.ThePESTanalysiscreatedbyFrancisAguilar,arenownedprofessoratHarvardUniversity,isausefultoolthatisoftenusedtoassistintheanalysisofpolitics,economics,socialcultureandtechnology.“PESTisafactorthatcompaniesmustconsiderbecauseitwillnotonlybringopportunitiesbutalsothreatstothecompany.Opportunitiesandthreatsaffectthecompany'sstrategicactions.”(Barr&Shepherd,2010).“Inmanycountries,rapidchangesinthesocialenvironmentaffecttheconditionsoftheworkforceandtheincreasinglydiverseproductdemandcharacteristics.Governmentpoliciesandlawsaffectwherecompaniesareandhowtheycompete.”(Newburry&Vissa,2010).
TheoriginsoftheSWOTaresaidtocomefromaprofessoratStanfordUniversity.
SeveralotherresearchersfurtherdefinedSWOTas"aproceduretoidentifythecompany'scriticalsuccessfactors:
itsexternalstrengthsandweaknesses,andinternalopportunitiesandthreats."(Blocher,2010).SWOTisaveryeffectivetooltoanalyzetheenterprise.Becausetheenterpriseisawhole,andthesourceofcompetitiveadvantageisextensive,soitisnecessarytodovaluechainanalysisintheprocessofcompanyoperation.“Throughanalysis,wecanunderstandwhichlinkscancreatevalue,whichlinksdonotcreatevalue.”(Olffen&Zou,2011).“Itisveryimportanttounderstandthese,becauseonlythecompanycreatesmorevaluethanthecostofthevaluecreationprocess,andthecompanygainsextraprofits.”(Porter,1985).ButthedrawbackofSWOTisthatitistoosimple,theresultsofadvantageanalysisaretoosubjective.Thismethoddoesnotstimulatetheenterprisetoplayitsinitiativetosolvetheproblem.
Inordertocompensateforthesedeficiencies,thispaperalsoemploysfive-forcemodel.Thefiveforcesofcompetitionmodelcananalyzethreatofnewentrants,bargainingpowerofsupplies,bargainingpowerofbuyers,threatofsubstituteproductsandrivalryamongcompetingfirms.Thefive-forcemodelexpandsthescopeofcompetitiveanalysis.Inthepast,whencompaniesanalyzedcompetitiveenvironments,theytendedtofocusonlyoncompaniesthatcompeteddirectlywiththem.However,companiesneedtoidentifypotentialandexistingcustomersfromawiderrange,identifyingexistingandpotentialcompetitors(Sullivan&Yuening,2010).Identifyingnewentrantsisveryimportanttothecompanybecauseitcanthreatenthemarketshareofexistingcompetitors.(Kemp&Dijikstra,2010).Whenacompanyentersanindustry,italsoneedstoestimatethereactionofexistingcompaniesintheindustry.Iftheexpectedresponseisswiftandintense,itshouldreducethelikelihoodofcompanyentry.Whereas,raisingpricesandreducingproductqualityarethemeansbywhichthesupplierexertsinfluenceonthecompany.Thecompanyalwayspursuesthemaximizationofprofit.Onthecontrary,thebuyeralwayswantstobuytheproductatalowerprice.Asubstituteisaproductorservicethatisproducedbyanexternalspecificindustryandthathassimilaroridenticalfunctionstoproductsandservicesintheindustry.Likemostothermodels,thefiveforcesofcompetitionmodelisjustoneofmanystrategies.However,whetherdomesticorinternational,regardlessoftheproductionofproductsorprovideservices,thelawofcompetitionwillbereflectedinthesefivekindsofcompetitiveforces.Therefore,Porter'sfive-forcemodelisastrategicanalysistoolwhichisoftenusedbyenterpriseswhentheydevelopcompetitivestrategies.Butthismodelismoreofatheoreticalthinkingtoolthanapracticalstrategictool.
2.2Methodology
Asforthemethodologyofthispaper,
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- 优衣库 战略 分析
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