家电企业的战略管理战略管理研究 --以苏宁电器为例
1 绪论························································································································· 3
1.1 苏宁电器连锁集团股份有限公司概述···················································· 4 1.2 苏宁电器连锁集团股份有限公司发展战略制定的必要性 ·············· 4
1.2.1 外部环境的变化给公司战略带来新的挑战 ················································ 4 1.2.2 内部环境的变化阻碍公司战略的有效实施 ················································ 5
1.3 本文的分析方法······························································································ 5
2 公司外部环境分析··························································································· 6
2.1 机会 ······················································································································ 6
2.1.1农村这个尚未饱和的大市场 ······································································ 6 2.1.2 信息技术的运用······················································································· 7
2.1.3 家电连锁业处于稳定发展期 ····································································· 7 2.1.4 WTO成员国给予中国企业同等待遇 ··························································· 7 2.1.5 家电销售平均增长率达15.72%································································· 7 2.1.6 供应商的成熟 ·························································································· 8
2.2 威胁 ····················································································································· 8
2.2.1 连锁需要加强自身品牌 ·········································································· 8 2.2.2 政府对零售商乱收费行为的规范 ···························································· 8 2.2.3 外商的“零售倾销” ·············································································· 9 2.2.4 国内苏宁实力已经远超竞争对手 ···························································· 9 2.2.5 新兴渠道出现 ························································································ 9
2.3 外部因素评价矩阵 ························································································· 9 2.4 公司外部竞争态势分析·············································································· 10
3 公司内部环境分析··························································································11
3.1 优势 ····················································································································11
3.1.1 提出以服务为公司的核心竞争力 ·····························································11 3.1.2 建立与供应商共享销售信息平台 ···························································· 12 3.1.3 公司提出以综合电器升级、连锁扩张提速为战略···································· 12 3.1.4 营业费用和管理费用适中··········································· 错误！未定义书签。 3.1.5 公司可以募集到发展所需的短期、长期资金··········································· 12
3.1.6 公司核心人员流动少·············································································· 12 3.1.7 总公司实现了对分公司的授权································································ 13 3.1.8 良好的公共关系····················································································· 13
3.2 弱点 ··················································································································· 13
3.2.1 中、高层管理人员缺乏 ·············································· 错误！未定义书签。 3.2.2 没有进行市场细分和市场定位································································ 13 3.2.3 毛利率、净利润率低·············································································· 13 3.2.4 缺乏数据挖掘能力，不能掌握消费者需求，用户忠诚度不高 ·················· 13 3.2.5 总公司对分公司的管理可能失控 ···························································· 14 3.2.6 主营利润占利润总额的比率偏低 ···························································· 14 3.2.7 市场份额低···························································································· 14
3.3 内部因素评价矩阵 ······················································································· 14
4 战略匹配和战略决策···················································································· 15
4.1备选战略的制定 ····························································································· 15
4.1.1 SO战略·································································································· 16 4.1.2 WO战略·································································································· 16 4.1.3 ST战略·································································································· 17 4.1.4 WT战略·································································································· 17
4.2 战略决策·········································································································· 17
5 战略实施············································································································· 19
5.1 战略实施所需资源 ······················································································· 19
5.1.1 人力资源 ······························································································· 19 5.1.2 营销策划 ······························································································· 20 5.1.3 信息管理技术 ························································································ 20 5.1.4 财务支持 ······························································································· 20
5.2 调整组织结构，增设合作部 ···································································· 20 5.3 加强“企业文化”建设·············································································· 21
6 结语······················································································································· 21
摘要：随着全球经济一体化进程的加快，市场竞争日趋激烈，市场环境更加复杂多变。综观国内外迅速发展壮大的企业与濒临破产的企业同时存在，优胜劣汰，两极分化十分明显。家电企业要在复杂多变的环境中谋求生存与发展，战略管理是必不可少的，战略管理是着眼长远，为适应企业内外形势而作出的总体性规划。战略管理的正确与否，关系到家电企业在市场竞争中的衰与亡。它指明了企业在竞争环境中的生存态势和发展方向，进而决定了最重要的工作内容和竞争方式。
关键词：苏宁电器 战略管理 战略分析 战略定位 矩阵
Household electrical appliance enterprises strategic
management research
- Taking Suning Corporation for example
Abstract: with the acceleration of global economic integration, market competition is fierce day by day, more complex and volatile market
environment. Overview of domestic enterprises and develop rapidly on the verge of bankruptcy enterprises exist at the same time, the survival of the fittest, polarization is very obvious. Household electrical appliance enterprises in the complex environment seek survival and development, strategic
management is indispensable, strategic management is to focus on the future, in order to adapt to the enterprise and the overall situation plan. Strategic management is correct or not, related to the household electrical appliance enterprises in the market competition of decay and death. It is pointed out in the competitive environment of enterprise survival and development direction, and then decides the most important content and competition.
Key words: Suning strategic management strategic analysis strategic orientation matrix
1 绪论
1.1 苏宁电器连锁集团股份有限公司概述
苏宁电器1990年创立于江苏南京，是中国3C（家电、电脑、通讯）家电连锁零售企业的领先者，是国家商务部重点培育的“全国15家大型商业企业集团”之一。截至2009年11月，苏宁电器在中国30个省、直辖市、自治区，300多个城市拥有900多家连锁店，80多个物流配送中心、2000多个售后网点，经营面积500万平米，员工12万名，年销售规模突破1000亿元。品牌价值815.68亿元，蝉联中国商业连锁第一品牌。名列中国上规模民企前三，中国企业500强第54位，入选《福布斯》亚洲企业50强、《福布斯》全球2000大企业中国零售企业第一。截至2011年底，连锁网络覆盖中国大陆、香港和日本地区共600多个城市，拥有1700多家连锁店，员工18万人。经营范围由传统家电扩展到以手机、电脑、数码为代表的信息家电和通讯器材业务等1。
公司提出的战略是：以综合电器升级，以连锁经营拓展。公司采取特许加盟连锁经营，建店思路是：统一品牌；统一资源；统一管理；不统一利益主体。
1.2 苏宁电器连锁集团股份有限公司发展战略制定的必要性
2000年，公司提出的战略指导公司进入了快速发展轨道。时至今日，公司面临的外部环境和内部环境都已发生显著变化。公司如果固守过去曾行之有效的战略，那么它必将败于竞争对手（威廉·科恩）。 1.2.1 外部环境的变化给公司战略带来新的挑战
2001年，中国加入WTO，承诺在三年后，我国政府将全面取消对外资商业企 业在华投资的限制，其中包括对外资的投资领域、开放数量、和所持股份等方面的限制[5]。2004年12月11日，中国政府履行承诺。这就意味着褪去了内资零售企业身上的救生圈，拿走了他们头上的保护伞。而“中国市场13亿之巨的人口数量也意味着庞大的市场容量”；同时，经过30多年改革开放的实践，中国的人均GDP早已经翻越了1000美元，预示着中国具有了消费升级的充分条件；富有阶层的形成，使其已经具备了足够的消费可能。据测算，按照目前的增长速度，到2020年中国零售市场的总体规模将达到25万亿美元左右[7]。而2011年全球
1
苏宁电器2012年年度报告，详见http://www.stock2000.com.cn/.
零售业发展报告指出：从国家风险、市场吸引力、市场成熟度和进入市场的紧迫度以及发展潜力和前景来看，中国零售业发展指数在连续8年排行这一指数首位后，2011年，中国下滑到了第6位。在这个指数报告中，还特意强调到，中国零售市场让人产生投资疲惫。
1.2.2 内部环境的变化阻碍公司战略的有效实施
从制定战略始，公司就进入了飞速发展阶段。2001年，苏宁电器平均40天开一个店，净利润2525万元；2002年平均20天开一个店，净利润5856万元；03年平均一周开一个店，净利润9890万元；2004年苏宁电器平均5天开一家店，净利润18120万元[11]。如此高速扩张的背后，人力资源问题也日益凸现出来。仅2004年，苏宁电器员工总数一年增加3万；其中管理人员由3000多人增加到5500余人，增加70%；部长级以上中高层管理人员增加120%。而到了2012年整个苏宁电器的员工已经达到18万。而整个商业连锁的超常规发展（2012年（第七届）中国零售商大会暨展会在江苏昆山国际会展中心召开，苏宁以1947亿元的销售规模连续第三年荣登榜首，再度领跑中国零售业，是中国最大的零售企业。），使苏宁电器从社会引进成熟型人才已不大现实，短期内引进一二十人很容易，但所需的却是几千人，这则成了难点。而人才的不到位，势必会给公司战略的执行打个很大的问号。这只是公司内部环境发生变化的一个层面，但已足以影响到公司战略的执行了。这也给苏宁电器发出了一个强烈的信号：公司应该从内部审视本公司。
2
1.3 本文的分析方法
战略管理过程包括三个阶段：战略制定、战略实施和战略评价与控制。论文中只涉及战略制定和战略实施，并不涉及战略评价和控制。
[14]
必要性 企业外部环境分析 企业内部环境分析 信息输入阶段
匹配阶段 战略匹配
2
苏宁人才观，详见http://www.cnsuning.com/.