The Five-Year Development Strategy Of KUKA Furniture

中國的傢俱行業是一個發展潛力很大的行業，有著廣闊的發展空間。雖然近幾年中國經濟發展平緩。但從發達國家的發展勢頭及中國貨幣政策的調控，中國商品市場前景是非常明朗的。同時國內環境又為傢俱業的發展提供了保障。首先，隨著中國家庭年人均可支配收入日益提升，消費者對居住空間裝飾需求和能力的增強。其次，受房地產宏觀調控等綜合因素的影響，二三級市場的增量推動了中國傢俱未來5年內的快速增長。再次，隨著人們收入水準的提高及生活節奏的加快，成套傢俱的市場需求量日顯優勢化。同時電子商務及物流的飛速發展，網購給企業帶來巨大的利潤。建立電子商業網站，突破地域限制，擴大消費群體從而增加企業收益，這是企業發展是必然趨勢。最後國內傢俱行業中並沒有出現幾大品牌霸佔市場的局面，而且在國際市場上，發達國家的傢俱市場佔有率的增長遲緩，因此作為最有競爭力優勢的品牌商——顧家來說是一個很大的發展機遇。但門檻低，中小型企業的不斷加入也增加了市場競爭的激烈性。 通過對國內外的宏觀環境及傢俱行業的現狀分析，顧家家居企業要在競爭中求發展，在發展中求突破，成為中國傢俱行業的領頭羊，必須要做具有針對性、有效性及最優化的企業發展戰略。 本文通過制定企業的經營目標、發展戰略及戰略定位三大方面進行贅述。 整體規模、市場規模、外延增長、行業排名四大方面制定了顧家的經營目標。根據對市場環境的分析及顧家發展現狀制定了五年發展總規劃：堅持聚焦軟體傢俱領域，以組織的相關多元化擴張，以及業務的專業化發展為核心，通過行銷全管道式變革及“經營體”創新，通過基於價值鏈一體化的成本優化和效率提升，通過品牌和產品組合設計的牽引，以“加法”、“乘法”、“變法”三位一體的業務模式來構建軟體傢俱的領導品牌地位。從業務模式、三大核心能力、四大戰略主軸、五大產品策略、核心業務戰略及關鍵職能戰略來具體定位企業戰略。 為了保證戰企業戰略順利實施，企業加大了投入國內製造基地、內銷新增直營店、研發及品牌宣傳、員工的規劃及培訓、IT系統的等方面的費用。通過研發、生產、銷售、員工等各環節費用投入，保證其經營目標的實現，從而最終實現企業的發展戰略目標，成為中國傢俱行業的領頭羊。Chinese Furniture industry enjoys great growth potential and large development space. Although China has been under a slow economy, the prospect of Chinese Merchandise Market is very bright due to the developed countries’ strong momentum and China’s Monetary Policy. Meanwhile, the domestic market environment offers protection to the furniture industry. First of all, the average disposable income of Chinese citizens has been increasing during past decades, which greatly promote the consumers’ desire and ability to interior decoration. Secondly, the increment of secondary and tertiary market will expedite the development of Chinese furniture market under the influence of macro-control on real estate market. What’s more, owing to the increasing income and quickening pace of life, the market demand of upholstered suite increases day by day. And thanks to the rapid development of e-business and logistics, online shopping brought huge profits to the enterprises. Hence, it is an irresistible trend of corporate development to establish e-commerce sites to break through the regional restriction and expand consumer groups to increase enterprise’s income. Besides, there is no such a big brand that can dominate the domestic market. The furniture market share of developed countries has been experiencing a sluggish growth. So it is a great opportunity for KUKA----one of the most competitive brands. However, the continuous participating of small and medium enterprises due to the low standard increases the severity of market competition. After an analysis of macro-environment and furniture industry at home and abroad, KUKAHOME must put forward a targeted, affective and optimized enterprise strategy to seek breakthrough during competition and become the leader of Chinese furniture industry. This paper is based on three aspects: setting the management goal of enterprise, formulating the development strategy and finalizing the strategic positioning. The business goal of KUKAHOME is decided by the overall scale, market volume, extensive growth and business ranking. On the basis of the market circumstances and KUKAHOME’s development status, we can summarize a five-year overall development program: KUKA shall insist on focusing on upholstered furniture industry, diversification expansion to related industry and taking the professional business development as kernel. To achieve the leading brand of upholstered furniture, KUKAHOME need a marketing reform and venture innovation, by the integrated value-chain, cost optimization, efficiency promotion and the unitized drive of brand and products, as well as a trinity business pattern of “addition”, “multiplication”, “reformation”. The manager enacts the enterprise strategy in terms of business pattern, three core competencies, four strategic axises, five product strategy, core business strategy and critical function strategy. In order to guarantee the smooth implementation of enterprise strategy, the company increased the investment to the domestic manufacturing bases, newly opened direct-scale store of domestic market, research and brand promotion, employees training, as well as the IT system. By increasing costs inputting to research, production, marketing and staff to achieve the operation target, KUKAHOME eventually can realize the enterprise development strategy and become the lead of Chinese furniture industry