| Since2011, Chinese CPI index has been running high, and inflation pressure increased sharply. Policy makers have slowed down the pace of the overheated investment on infrastructure because of the numerous local debts, a large number of infrastructure projects are in the suspension or semi-shutdown state. Meanwhile, the drawbacks of accumulated hot real estate economy are showing up, coming to influence people’s livelihood and social stability, and it makes our highest leaders determine to suppress and control the real estate market, various policy measures have been taken to curb demand, digest the stock. Real estate development has been suffered from repressive policies, and there’s more uncertainty in the market. With countries continuing to tighten monetary policy and limit the amount of loans to the real estate business, some real estate enterprises which turned to loan sharks are dragged into nightmare of funding strand breaks.As the old saying goes, a fire on city wall brings disaster to the fish in the moat. Since the cabinet industry, the representative of the Pan-home enterprises, is closely related to real estate market, it suffered from the repressive policies a lot. The pan-home industry goes up and down when real estate market booms or falls. Since2011, along with the worldwide economic recession, the slowdown in domestic economic growth and particularly the domestic real estate control measures having been taken, there’s a sharp decline in sale of housing turnover and the cabinet industry also entered the rigid winter. If cabinet companies want to survive in such harsh environment, they must adjust development strategies according to changes, plan ahead, sharpen the spear, avoid possible risks and seize new opportunities. Only do these preparations may the cabinet industries revive like phoenix reborn from ashes, and the crisis may turn into opportunities in the future. Enterprises can win a place in cabinet market to achieve greater competitive advantage and leading position.Therefore,the author has made a case study of a local cabinet company Nuo-yate to analyze the overall developing situation of the cabinet industry in Chengdu with strategic management related theories, such as Porter’s five forces model, PEST analysis and etc. After that the author analyzed its related enterprise resources, internal/external opportunities and challenges with SWOT method systematically, then we develop the enterprise dominant strategy according to its actual situation, appropriate sub-strategic programs and schema for response. From the author’s perspective, during the industry recession period, Nuo-Yate cabinets company should combine already established marketing infrastructure, management structure, technical advantage and financial conditions, to enhance the further management and technology, to innovative products and services, and focus on branding, business process reengineering, multi-marketing channels, such as e-business including B2C and B2C, to improve the enterprise’s core competitiveness. Meanwhile, the thesis do some work studying the plans for implementation of Nuo-Yate’s strategy, including project strategy, centralized designing strategy, special marketing channel strategy and e-business strategy. Because these plans were evaluated, the thesis also points out its deficiencies and the direction for promoting. The thesis is divided into seven chapters:Chapter One, as an introduction part, describes the research background, the main content and conclusion of the study, research methods, thesis contribution and inadequate;Chapter Two, is for the theoretical and literature review, put forward a full framework of the study and theoretical basis;Chapter Three, through the whole industry analysis and Nuo-Yate’s current situation analysis, points out the existing problems of Nuo-Yate;Chapter Four, displays Nuo-Yate’s strategic planning and design, through the analysis, Nuo-Yate’new strategy is proposed in the new situation and new developing environment;Chapter Five, studies Nuo-Yate cabinets important factors for implementation of the strategies made above;Chapter Six, gives the suggestions for the Pan-industry customized product development strategy, and also enrich Nuo-Yate’s future development strategy from a larger perspective;Chapter Seven, is the conclusions and inadequate, proposes final conclusion for the strategy studied above and points out the existing deficiencies and future direction for improvement.The innovative or creative points of the thesis are that the study combines the Marco, Mid, and Micro level’s situations of traditional cabinet manufactures industry as well as the current condition of Nuo-Yate. We finally propose the directions and strategies for its future development. It will not only benefit the growth of Nuo-Yate, but also provide a roadmap for similar companies.In the study, the author combines empirical research method and normative research method, focuses on literature analysis, theoretical analysis, case study and other methods. The data used in thesis mainly comes from official website of the government, industry associations and also from professional journals or monographs, etc. The theoretical tools are mainly related to the basic theory of strategic management.Limited by author’s knowledge and capacity, because of so busy working as the chairman of the Nuo-Yate cabinet company, the author cannot review more research literature and conduct a more in-deep study, which results that there must be a lot of inadequacies in thesis. I will collect more material data actively and enlarge literature review in next step of study, wish it will make the study’s theoretical part more fully and deeply, suggestion part more targeted and operable, and also wish Nuo-Yate have better future prospects. |
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