Research Paper 代写:集团战略发展

2017-07-24 14:15

对VSM集团战略发展的总体分析相当简单（事后）。1997，新的首席执行官加入了公司。鉴于业主新产业资本不追求长期持股，他的任务是使VSM组一个盈利的公司，则可以在未来5年左右上市。当时，VSM集团仍然有着强烈的生产重点，关注问题往往会在工厂门口结束。与大多数其他缝纫机制造商一样，它一直在苦苦挣扎，无法令人满意的盈利能力。在简单的SWOT分析中总结出的情况表明，VSM集团在生产和产品开发方面很强大，但在生产和客户之间的价值链管理方面缺乏熟练的管理能力。虽然市场整体上已经下降了几十年，上节（电脑绣花能力）仍然有利可图。鉴于其开发和生产高性能缝纫机的能力，VSM选择了一种战略，明确的目标是成为高档缝纫机的主要生产商。然而，市场上缺乏竞争力对新任首席执行官来说太明显了。VSM需要在价值链的各个部分增加客户导向，因此它开始与独立零售商密切合作以训练它们，并最好地诱导它们专门处理VSM的产品线。此外，VSM开始扩大自有零售商的数量，将其产品推向有利可图的市场。在公司内部，信息和培训的目的是灌输这样一种观念：VSM的雇员只有一种收入来源，不管公司内的职位是什么：顾客。
Research Paper 代写:集团战略发展
The overall analysis of the strategy development in the VSM Group is fairly straightforward (in hindsight). In 1997, the new CEO joined the company. Given that the new owners Industri Capital did not seek long term ownership, his task was to make the VSM Group a profitable company that would be fit for an IPO within the next 5 years or so. At the time, the VSM Group still had a strong production focus and concerns tended to end at the factory gates. Like most other makers of sewing machines, it had been struggling with unsatisfactory profitability. Summing up the situation in a simple SWOT analysis shows that the VSM Group was strong on production and product development but had less proficiency in managing the parts of the value chain between production and the customer. Although the market as a whole had been declining for decades, the upper segments (computerised machines with embroidery capacity) were still profitable. Given its capacity for developing and producing high performance sewing machines, VSM opted for a strategy with the explicit aim of becoming the leading producer of premium sewing machines. However, the lack of competence on the market side was all too apparent to the new CEO. VSM needed to increase customer orientation in all parts of the value chain, so it started to work intensively with its independent retailers to train them and, optimally, induce them to deal exclusively with VSM's product lines. In addition, VSM started to expand the number of fully owned retailers to spearhead its products in profitable markets. Within the company proper, information and training was aimed at instilling the notion that the employees at VSM had only one source of income, regardless of position within the company: the customer.

• 上一篇：Research paper代写：互联网视频企业
• 下一篇：没有了