乐文公司在华家电行业战略发展分析.pdfVIP

上海交通大学EMBA 论文 Abstract As a global company with rapid growth, Lewen has been considering Chinese market as its primary issue in its global development strategy all the time. Since Lewen’s entrance into the Chinese market in 1993, it has been building up “one stop” business structure through implementing the localization of manufacturing, marketing, RD and human resource. Lewen has maintained an annual sales growth rate of 40% through consistently enhancing its brand name and active marketing campaign. By 2004 , Lewen has recorded M/S No. 1 in the sales of Optical storage Rear-projection TV , M/S No. 2 in the sales of PDP, LCD TV, micro-wave oven and M/S No. 3 in the sales of CDMA and washing machine in Chinese market respectively. Lewen now has become the most representative electronic information company in China. Why does Lewen manage to achieve such rapid development only 10 years after entering into Chinese market? What kind of development strategy and operation mode has it been adopting? That has already provoked lots of attentions in the industry, and became the desirable standard of the industry development. With the combination of my working experience and two-year systematic EMBA training in Shanghai jiaotong University, I wrote this paper as the summary of Lewen’s business development in Chinese market as well as the cognition of its strategy development. . Lewen has been making changes in strategy development in Chinese CE market in the following three fields: First, Lewen shall implement the global strategy which regard Chinese market as its core base. Since China is the unique market which only achieves rapid economic growth rate all over