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1、A STUDY ON PROBLEMS IN DIVERSIFICATION STRATEGIES IMPLEMENTED IN CHINA HOME APPLIANCE INDUSTRY 摘 要近年来多元化的经营战略愈演愈烈，自20世纪末不论是从宏观经济角度还是从微观经济角度来探寻原因，我国家电业各大龙头企业正在经历缓慢的发展阶段，组织结构陈旧，产品结构过于单一等一系列弊端的出现促使各大厂家把迅速发展的眼光纷纷投向多元化经营。市场的蓬勃发展使得家电企业纷纷从彩电、空调，扩张到手机通讯、冰洗、小家电。但后续问题接踵而来，产品的固有形象不但没有强化，而且面临空心化和模糊的危险，加上旷日持久的价格
2、战，公众很容易在家电企业的快速扩张中失去品牌认知的方向。曾经红极一时的家电品牌在这场没有硝烟的战场上或销声匿迹或苟延残喘。这篇论文深刻剖析了我国家电业多元化经营存在的问题，用案例分析、对比统计数据法得出解决之道，从而给仍处在盲目多元化阶段的同行以警示。关键词：多元化战略 家电业 核心竞争力ABSTRACTDiversification has been the primary strategic measure for economic adjustments employed by large enterprises in Chinas matured home appliance indu
3、stry ever since for macro- and micro-economic reasons the enterprises started experiencing chronic and structural troubles in the last decade of 20th century. It seeks to increase profitability through greater sales volume obtained from new products and new markets. Through the boom in diversified p
4、roduction and strategies into home appliance industry, more and more domestic companies who have ever created famous brands failed to compete in this fierce battle. This thesis expounded the core conclusion of diversification conception based on the research of predicaments laid bare in the China el
5、ectrical industrial development for years, which amplifies the comparison research through statistical approaches and takes the home appliance businesses of the country as a controlled industry-level sample. It will also be highlighted that blindly pursuing diversification beyond the firms limits wi
6、ll bring financial and organizational trouble to the firm. Key Words: Diversification Strategy Home Appliance IndustryCore CompetencyBRIEF CONTENTSCHAPTER 1 INTRODUCTION TO DIVERSIFICATION IN THE HOME APPLIANCE MARKET.11.1 Theory Review.11.2 Analysis of What has Happened in Western Giant Companies.
7、31.3 Situational Analysis on When a Firm Should Diversify4CHAPTER 2 SITUATIONAL ANALYSIS OF DIVERSIFICATION STRATEGY IMPLEMENTATION IN CHINESE HOME APPLIANCE ENTERPRISES.52.1 Status Quo of the Chinese Home Appliance Market .52.2 Venture Analysis of Diversification72.3 The Dilemma Faced by Chinese Do
8、mestic Home Appliance Enterprises 8CHAPTER 3 SOLUTION TO THE PROBLEMS OF DIVERSIFICATION .103.1 Best Practice from Successful Case Study .103.2 Ways to Avoid Diversification Venture.11CHAPTER 4 CONCLUSION AND PROSPECT 134.1 Conclusion .134.2 Prospect14REFERENCES.16ACKNOWLEDGEMENTS17CHAPTER 1 INTRODU
9、CTION TO DIVERSIFICATION AND PRACTICES ON HOME APPLIANCE MARKETDiversification strategies are used to expand firms operations by adding markets, products, services, or stages of production to the existing businesses. The purpose of diversification is to allow the company to enter lines of business t
10、hat are different from current operations. When the new venture is strategically related to the existing lines of business, it is called concentric diversification. Conglomerate diversification occurs when there is no common thread of strategic fit or relationship between the new and old lines of bu
11、siness; the new and old businesses are unrelated.In chapter one, the author discusses research scope, research objective, content, methods used in this thesis and reviews current literature. At the same time, we take a look at the theories of enterprise diversification development, including diversi
12、fication causes, diversification ventures, and diversification ways and means. And then comes the review of the current situation of our domestic home appliance industry, followed up by the venture analysis of diversification strategy based on the failure case study. As large-scale companies with di
13、fferent origins and evolutionary patterns, both Haier and Xiao TianE are appropriate grounds to test the long-term effectiveness of various elements and types of resources and capabilities that the enterprises utilize for diversification measures.To sum up with the bench-marking research in terms of
14、 the successful case study like Haier to develop the best practice with the purpose to give a hand for their counterparts still in trouble. The conclusion of diversification strategy anticipates a big blueprint of marketing strategy for the electrical industry in this adversarial marketing environme
15、nt, as well as gives alert to those organizations heading for diversification blindly.1.1 Theory ReviewDiversification is a form of growth marketing strategy for a company. It seeks to increase profitability through greater sales volume obtained from new products and new markets. Diversification can
16、 occur either at the business unit level or at the corporate level. At the business unit level, it is most likely to expand into a new segment of an industry in which the business is already in. At the corporate level, it is generally entering a promising business outside of the scope of the existin
17、g business unit.Diversification is part of the four main marketing strategies defined by the Product-Market Growth Matrix.1.1.1Background of the Product-Market Growth Matrix:The Ansoff Product-Market Growth Matrix is a marketing tool created by Igor Ansoff. The matrix allows marketers to consider wa
18、ys to grow the business via existing and/or new products, in existing and/or new markets there are four possible product/market combinations. This matrix helps companies decide what course of action should be taken given current performance. The matrix consists of four strategies (See Fig. 1.1).Fig.
19、 1.1 Product-Market Growth MatrixSources: Ansoff, I., Strategies for Diversification, Harvard Business Review, Vol. 35 Issue 5, Sep-Oct 1957Ansoff pointed out that a diversification strategy stands apart from the other three strategies. The first three strategies are usually pursued with the same te
20、chnical, financial, and merchandising resources used for the original product line, whereas diversification usually requires a company to acquire new skills, new techniques and new facilities. Therefore, diversification is meant to be the riskiest of the four strategies to pursue for a firm.1.1.2 Di
21、versification and Corporate StrategyA company is diversified when it is in two or more lines of business that operate in diverse market environments.Strategy-making in a diversified company is a bigger picture exercise than crafting a strategy for a single line-of-business; a diversified company nee
22、ds a multi-industry, multi-business strategy and a strategic action plan must be developed for several different businesses competing in diverse industry environments.Companies and organizations are challenged with daily decisions that can provide unlimited opportunities internally and externally. F
23、inance and growth maximization also play a large role in these decisions. Executives and managers must make decisions on how resources will be appropriated, how to increase profits, sales, and the companies overall business portfolio. Companies are able to determine what is working and not working b
24、y analyzing the company financial statements. At times the financial statements will tell a lot about an organization and their financial situation or background. When companies begin to lose out on profits or sales, they are at a point in time where they could be potentially bought out or go out of
25、 business. These companies face finance and growth maximization challenges, which influence their decisions. Constantly under pressure, executives and managers make decisions concerning how resources are to be appropriated, in an effort to understand how to increase profits, sales, and the overall p
26、ortfolio of the business. The strategies of diversification can include internal development of new products or markets, acquisition of a firm, alliance with a complementary company, licensing of new technologies, and distributing or importing a products line manufactured by another firm. Generally,
27、 the final strategy involves a combination of these options. This combination is determined in function of available opportunities and consistency with the objectives and the resources of the company.1.2 An Analysis on What has Happened in Western Giant CompaniesVirgin moved from music producing to
28、travel and mobile phones; Walt Disney moved from producing animated movies to theme parks and vacation properties; Canon diversified from a camera-making company into producing whole new range of office equipment.The whole world is more than willing to join the diversification battle in order to sei
29、ze more market share and compete with other enterprises. Lets take a close look at Philips.Philips (Netherlands) is the largest consumer electronics manufacturer in the world. One of Philips successful strategies is diversification of worldwide portfolio.Royal Philips Electronics of Netherlands bega
30、n as a small light-bulb factory in Holland, and by the turn of the century, was one of the largest producers in Europe. One-product focus made Philips a leader in industrial research which stimulated product innovation. Consequently, product line was broadened significantly and the flow of exciting
31、new products and ideas continued through the years. A limited domestic market soon forced Philips to grow internationally. The foundations for what was to become one of the worlds biggest electronics companies were laid. The companys culture based on constant technical innovation led to numerous new
32、 products developed, (first color TV, first stereo TV, first TV with teletext). Philips legendary innovative capability brought up about 150 brands supported by the company worldwide. All these factors contributed to the dilution of Philips brand name and the lack of scale economies.However, though
33、the change in industry life cycle, consumer electronics industry reached maturity and was already entering decline phase. Fierce competition led to cost efficiency being the most important factor for achieving competitive advantage. Cost efficiency could be achieved by low wages, scale economies, an
34、d low overheads. That is why Philips began outsourcing its manufacturing facilities and “slimming” its workforce. Despite the fact that Philips had extremely diversified product lines, with some products being on the different life cycle stages, hyper competition and shortened life cycle made it vir
35、tually impossible to capitalize on them. As we can see, key success factors change over time. The structure that brought Philips to the top became a burden finally. Therefore, we can conclude that firms that were successful in one phase of the industrys development may have to acquire rather differe
36、nt resources and capabilities in order to be successful in the next phase.Industry evolution posed a huge challenge to managers: strategy and organizational structure should be adapted to keep pace with the rate of change in the external environment and the internal environment.1.3 Situational Analy
37、sis on When a Firm Should Diversify:Diversification efforts may be either internal or external. Internal diversification occurs when a firm enters a different, but usually related, line of business by developing the new line of business itself. Internal diversification frequently involves expanding
38、a firms product or market base. External diversification may achieve the same result; however, the company enters a new area of business by purchasing another company or business unit. Mergers and acquisitions are common forms of external diversification.When the home appliance manufacturer began to
39、 diversify its business, discuss what considerations relating to the marketing mix would it have investigated or thought about in the initial stages of their planning activities.There are situations when a firm should diversify: It has opportunities to expand into industries whose technologies and p
40、roducts complement its present business; It can leverage existing competencies and capabilities by expanding into businesses where these resource strengths are key success factors; It can reduce costs by diversifying into closely related businesses; It has a powerful brand name it can transfer to pr
41、oducts of other businesses to increase sales and profits of these businesses.Based on the considerations mentioned above, the management team can effectively decide when to diversify, so that this ongoing diversification is not blind or imprudent.CHAPTER 2 SITUATIONAL ANALYSIS ON DIVERSIFICATION STR
42、ATEGY IMPLEMENTATION OF CHINESE HOME APPLIANCE ENTERPRISESTelevision has been an excellent medium for entertainment and information ever since the invention of the electron scanning tube in 1923 by Vladimir Kosma Zworykin, who is considered the father of the modern television. With the conversion to
43、 digital format 1080i in 1998, there has been a boom in the production of different types and technologies for Televisions. A new generation of televisions has been developed, including liquid crystal display (LCD), rear projection, and high definition that provides amazing visual characteristics an
44、d can be integrated into a home theater system.2.1 Status Quo of the Chinese Home Appliance MarketUnit: Thousand setsAs the output of different technologies worldwide increased year by year(as shown in Fig. 2.1), more and more companies entered in order to seize exciting market shares, which lead to
45、 technology behind these televisions decreases in costs. And in the China domestic market, the TV set industry was commonly acknowledged as a highly matured industry. Through the ongoing boom of TV set market, we are more likely to hear that the “all-loss” due to the fierce price battle. Besides the
46、 different types and technologies for televisions, the price of each TV set seems more important to customers. R PFigure 2.1 Q1 2001-Q4 2003, the output of different technologies worldwideSource: Stanford Resources Co., Mar.2003Fig. 2.1 illustrates that, during the last twelve quarter in 2001 to 200
47、3, the output of different technologies worldwide increased year by year.Table 2.1: Year 2001-2007, the Worldwide TV Set Market2001200220032004200520062007Increasing Rate2002-2007Quantity(1000)150,081160,058166,655176,894184,882197,810209,2546%Sales($1m)$56,745$62,813$69,653$80,775$84,919$99,267$105,36111%Average Sales Price$378$392$418$457$459$502$5045%Source: Stanford Resources Co., Mar.2003As shown in Table 2.1, the quantity of television output incr
