百盛商业集团有限公司是少数全国性连锁百货点营运商之一。百盛品牌
于九十年代初进入北京市场,现已扩展至覆盖国内30个主要城市。该公司附
属公司、共同控制实体及联营公司现经营46家百货店,其中40家为自有店,
6家为管理店。百盛在中国的经营始终坚持本地化策略,这也是百盛近十几年能
取得持续增长的主要原因。百盛以每间百货店为基准调整商品搭配、品牌组合
及营业面积分配以更好的为该集团经营所在城市的中高档目标消费者服务。
凭借良好的资产负债表、利好的经营模式、雄厚的品牌以及现有百盛会员卡
计划的庞大客户群,百盛必能巩固和维护其市场领导地位。
本文运用企业战略管理的相关理论,以百盛商业集团有限公司为研究对
象,对企业所处的宏观环境、行业经济特性以及行业竞争的关键成功因素等
进行了综合考察和深入调研,总结提炼出百盛百货在执行现行战略过程中面
临的机遇和挑战以及企业自身的优势和劣势,从而进一步制定出企业的使命、
愿景、战略目标和相关发展战略,即后向一■体化战略、多兀化战略和战略联
盟战略,以及战略实施的保证措施。
关键词:百盛百货业后向一体化多元化战略联盟
山东大学硕士学位论文
ABSTRACT
The global economy continued to recover from the worst financial crisis in decades
that started more than 3 years age. PRC economy was arguably of the best performing
major economies in the past 3 years. Domestic consumption will lead the economic
growth in PRC over the next decade. Given the size and continuous expansion of its
economy, increasing urbanization and continuous emergence of middle class, improved
social safety net and an economic growth model that will be powered by its consumers,
the Group believes that PRC domestic consumption market is entering into a “Golden
Era” of strong growth. As the symbol of an urban culture, department stores used to
take a market-dominant position in China. As a traditional path of the strong
relationship, department store industry begins to face challenges from commercial real
estate, supermarkets and shops. The department store industry's position in the Chinese
retail industry still showed a rising trend.
Parkson Retail Group Limited is one of the few nationwide department store chain
operators in China. The Parkson brand was introduced to the Beijing market in the early
1990's and has now expanded to cover 30 major cities across the PRC market. Through
the Company' subsidiaries, jointly controlled entities and associate(hereinafter
collectively refer to as the “Group”),the Group now operate 46 stores of which 40 are
self owned stores and 6 are managed stores. Localization and consistent market
positioning is the key strategy for the continuous growth and success of Parkson. They
are tailoring cur merchandise assortments, brand mix and floor space allocation on a
store-by-store basis to better serve our targeted middle on a middle-upper end
consumers in every city that they operate. The management is confident to successfiilly
execute the Group's refined and accelerating expansion strategy going forward.
Leveraging on the Group's strong balance sheet, favorable business model,strong brand
equity, and huge customer base from the existing Parkson Loyalty Card program, the
management believes that the Group is well-positioned to consolidate and maintain its
leadership position.
In this paper, we propose to use the theory of enterprise strategic management as the
central framework to conduct a comprehensive survey and in-depth research on the case
of Parkson Retail Group. From this perspective, we hope to shed some light on the
importance of the macroeconomic environment, industry economic characteristics, and
key success factors in industry competition. Based on the evaluation of those strategic
opportunities and challenges which Parkson have faced, as well as their own advantages
and disadvantages,we manage to get the view of how to develop a corporate strategic
objectives and development strategy,and implementation of the strategy.
KEY WORDS: Parkson; Department store; Backward vertical integration;
Diversification Strategy ; Strategic alliance
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