FZM 有限公司的前身是 FD 五金制品有限公司,是一家台资企业,多年来致 力于窗帘产品的研发和制造,主要产品以百叶窗,透气窗,窗帘杆,胶布卷帘四大类 为主,产品主要销往美国,澳大利亚等发达国家。随着公司管理团队的健全,生产 模式的不断稳定,为了抓住国内庞大的消费市场,自 2017 年 6 月 7 日在湖北黄石 成立 FZM 公司，专注于其内销市场的探索和外贸市场的开拓，创立自主窗帘品 牌并全面推广。 看似只是销售市场的转移，扩大和销售理念的转化，实际上是公司战略的 重大调整。在从外销到内销的过渡的进程中，是否可以真正打破外销工厂原有 格局的束缚,成功开发国内市场，挖掘新的消费群体，引领新的消费习惯，培育 新的产品理念，重新引领市场定位等，将是对我们的巨大考验。当前中国逐渐 进入新经济时代，各个企业都面临了前所未有的压力，变化异常迅速的互联网 环境正在极大地塑造着新的经济格局，各个企业都遇到新的挑战，FZM 就在这 种环境中诞生，企业经营处于一个转折口，每一个企业都会我们是谁，我们将 要到哪里去，从代工生产转换到创立品牌的思路是否可行, 如何做到有效营销, 把品牌深入人心,根植于广大消费者的消费行为中,开拓新的外贸市场，原有的经 验是否可以借鉴和复制，都是值得深思和好好规划，我们没有做国内的业务， 怎样才能快速的启动国内的市场。 作为 FZM 家居公司成立之初的主要股东，FZM 未来经营发展可能遇到什 么挑战和机遇都是必须要思考和面对的，本文将从理论的角度，系统性对 FZM 未来的 FZM 做一个全方位的战略规划。 关键词，窗帘；家居；规模定制；竞争战略II Abstract FZM Co., Ltd, growing up in FD Hardware Products Co., Ltd., which is a Taiwan-funded enterprise. It has been devoted to the R&D of curtain products for many years. the main products is shutters, ventilation windows, curtain rods, tape rolling cloth four main categories, it’s products are mainly exported to the USA, Australia and other developed countries，with the company's management team is sound, The stability of production mode, in the rapid development of China's economy, in order to catch up with the large consumer groups in China, We established FZM Co., Ltd. in Huangshi, Hubei Province on June 7, 2017, focusing on the development and promotion of its domestic sales market. It seems that we just transfer the sales market, actually，It is a major adjustment to our company's strategy. In the process of transition from export to domestic sales, can we really break the shackles of the original pattern of export factories, develop new domestic markets, tap new consumer groups, lead new consumer habits, cultivate new product concepts, and re-lead the market position ,It will be a great test for us. Now，China has gradually entered the a new economy era, most all enterprises are facing unprecedented pressures, and the changes are extremely rapid.The rapidly changing in the Internet environment is dramatically shaping the new economic landscape, enterprises has been encountering new challenges. After all FZM was born in this environment. Business management is at a turning point. Who we areWhere are we goingWhether it is feasible to switch from OEM production to creating brand, how can we achieve an effective marketing, how can we root our brand in the consumer behavior of consumers. Opening a new foreign trade market, whether the original experience can be learned and copied, Without the experience of the domestic market, how can we quickly start the domestic market, all is worthy an deep thinking and good planning. As the main shareholder at the new domestic sales company, we must take consideration on the way of FZM's domestic sales road and what opportunities and challenges we may face with. This paper will make a comprehensive strategic plan for the future development of FZM from a theoretical perspective. Keyword，Curtains，household products，Scale customization，Competitive strategyIII 目 录 摘要...............................................................................................................................I Abstract.........................................................................................................................II 第一章 绪论..................................................................................................................1 1.1. 研究背景.........................................................................................................1 1.2. 研究意义.........................................................................................................3 1.3. 文献综述.........................................................................................................4 1.4. 研究内容与方法.............................................................................................6 第二章 外部环境分析..................................................................................................8 2.1 外部环境分析...................................................................................................8 2.1.1 政策环境.................................................................................................8 2.1.2 经济环境...............................................................................................10 2.1.3 文化环境...............................................................................................11 2.1.4 技术环境...............................................................................................13 2.2 产业竞争结构.................................................................................................14 2.2.1 供应商的议价能力...............................................................................15 2.2.2 买者的议价能力...................................................................................16 2.2.3 新进入者的威胁...................................................................................16 2.2.4 替代品的威胁.......................................................................................17 2.2.5 行业内的竞争程度...............................................................................17 2.3 竞争对手分析.................................................................................................18 2.3.1 CR9.......................................................................................................19 2.3.2 尚品宅配..............................................................................................19 2.3.3 杜亚(DOOYA).....................................................................................19 2.3.4 创明遮阳..............................................................................................20 2.4 市场机会与威胁.............................................................................................20 2.5 本章小结.........................................................................................................21 第三章 内部资源与能力分析....................................................................................22 3.1 公司简介........................................................................................................22 3.2 有形资源........................................................................................................25IV 3.2.1 实物资源...............................................................................................25 3.2.2 财务资源...............................................................................................27 3.2.3 组织资源...............................................................................................27 3.2.4 人力资源...............................................................................................28 3.3 无形资源.........................................................................................................29 3.3.1 技术资源...............................................................................................29 3.3.2 品牌资源...............................................................................................29 3.3.3 供应链资源...........................................................................................30 3.4 FZM 的的核心竞争力 ..........................................................................