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1、 坯布纺织集团价值链定位和发展战略研究摘 要AA 坯布纺织集团成立于 1995 年其前身是 1985 年成立的 AA 坯布纺织贸易公司 AA 坯布纺织集团将发展定位于立足坯布纺织业 从产品质量 技术开发 售后服务和运行机制等各方面不断提升建成江苏省同行业规模最大 质量最好品种齐全 效益领先的坯布纺织生产企业之一 然而 入世给我国纺织行业的发展带来了机遇 但同时也给传统劳动密集型行业带来挑战 面临变幻莫测的国内外市场 AA 纺织集团迫切需要制定下一步的发展战略 以获得持续的竞争优势本文从 AA 集团的总体战略方向入手 采用企业价值链的分析工具探索那些给企业带来增值的经营环节 在词基础上进行价值链
2、定位 并分析得出 AA 集团应采取纵向一体化发展战略 价值链在经济活动中是无处不在的上下游关联的企业与企业之间存在行业价值链 企业内部各业务单元的联系构成了企业的价值链进行价值链研究 就是要在深入企业价值链结构的基础上 对其影响的因素和影响程度进行深入的考察价值链分析法是企业战略管理中比较流行的一种系统分析工具 该方法认为企业创造的价值产生于其自身的一系列活动中 如采购 生产服务产品开发等企业价值链是这些创造价值活动的总和 而价值活动是企业竞争优势的资源面对 坯布纺织集团下一步的发展问题 本文运用了一种基于企业价值链定位的战略制定方法 该方法以企业的价值链为基点通过对企业进行 分析以及 的五种
3、力量模型分析 以确定现阶段企业价值链的特点及优势 进而对企业价值链的优势环节进行了定位 在这些分析的基础上深入地研究了 坯布纺织企业未来发展的纵向一体化战略 即 以现阶段战略外包的经营策略为基础 分两个步骤实施首先与外协工厂合作经营然后以低成本进行兼并和收购 此外 结合中国加入 对纺织行业的影响和我国其他相关政策环境的分析 以及对行业价值链上游的原材料供给和下游市场需求的分析企业下一步发展战略的合理性和正确性这些都验证了因此AA 坯布纺织集团在下一个阶段实施纵向一体化发展战略是顺应当今世界经济全球化趋势的必然要求 也是我国坯布纺织行业参与国际分工和竞争的重要环节关键字 价值链定位 分析 的五种
4、力量模型， 纵向一体化发展战略竞争优势RESEARCH ON VALUE CHAIN ORIENTATION AND DEVELOPING STRATEGY OF AA TEXTILE GROUPABSTRACTAA gray cloth textile group was founded in 1995, and originated fromits former AA textile trade company that was set up in 1985. AA group hasbeen striving for improving product quality, technolo
5、gy, after service,running mechanism and so on. Its objective is to become one of thesecompanies with the biggest size, the best quality, and first-class benefit ingray cloth textile industry of Jiangsu Province. However, domestic andinternational market being changed so fast, it is the very time for
6、 AA groupto draft right development strategy for the next stage to gain sustainingcompetitive advantage.On the basis of its general strategic direction, this dissertation uses valuechain analysis tool to study AA groups activities that can create value. Thefinal conclusion is drawn that AA group sho
7、uld take vertical integrationstrategy for the next stage. Value chain exists everywhere in businessactivities. There are industry value chain between correlative companies andcorporation value chain linked by all activities within the same company.Nowadays, value chain analysis method is very popula
8、r on corporationstrategic management, which believes that corporation value comes out of itsactivities, such as procurement, production, service, R the cost reduction could be less than anticipated and even worse,there could be a net cost increase. Sometimes however, the firm may be able to reduce c
9、ost in oneactivity and consequently enjoy a cost reduction in another, such as when a design changesimultaneously reduces manufacturing costs and improves reliability so that the service costs also arereduced. Through such improvements the firm has the potential to develop a competitive advantage.1.
10、1.2 Industry Value Chain and Corporation Value ChainPorter defined value chain as a series of value creating processes from raw materials to finalproducts being deliveries to consumers. Value chain exists as the result of division of labor, which maypass through many value-creating linkages before p
11、roducts or services are received by end users. Thesevalue linkages are relatively independent units on value chain, which can generate added value. Then acompany will identify its advantages on these value linkages and set up general development directionand objectives to engage in two different com
12、petitions. Details are following:1.2 Relationship between Value Chain and Strategic AdvantageThe following picture 1-2, explains the relationship between competitive advantage and enterpriseMBA Thesis of SJTUResearch on value Chain Orientation and Developing Strategy of AA Textile Groupvalue chain.
13、From this picture, we can find out that generally an enterprise may distinguish its owncompetitive advantage from competitors through outlining and analyzing its value chain. Meanwhile,the more important thing is that it should strengthen the relevant link after identifying its owncompetitive advant
14、age. It is only by going through this development process for AA group, a closedsystem can be formed between value chain and competitive advantage. Along with more accumulatedexperiences, this circle can come into being unique and un-imitated competitive advantage.Analyze, IdentifyCompetitive Value
15、ChainAdvantageBase, StrengthenFigure1-2 Relationship between Competitive Advantage and Value ChainThe method that uses value chain analyze enterprise competitive advantage, is to synthesize thebasic activities, such as design, production, marketing, delivery and etc. Then a value chain will beformed
16、 after classifying and analyzing. The company should give up these activities that can not createadded value or need a lot of investment and meanwhile the company is not good at.1.3 Understanding of Value Chain OrientationValue chain theory considers that not each linkage can create value among all corporationactivities. Actually, the value only comes from specific activities on value chain, which is calledstrategic linkages. In order to better understand t
