中國化妝品企業國際化發展策略之探究

Abstract

本文基於中國化妝品產業和市場的發展歷史與現況，對中國本土化妝品企業在競爭中所處的態勢進行梳理與分析，明晰優勢、找到劣勢，從而更加有效地配置資源，借鑒優秀外資化妝品企業之先行發展經驗，探究適合本土化妝品企業的國際化發展策略路徑。 在研究方法上，使用了外部分析(產業與競爭者分析)、內部分析(企業處境分析)和國際化擴張策略這三個面向的理論研究。 首先，以中國化妝品產業為研究對象，對產業主要經濟特質、靜態五力分析模型、動態驅動力分析、策略群組分析、競爭者分析、關鍵成功因素分析、產業前景與整體吸引力這些外部產業因素，進行了細緻全面的分析，得到較為全面的中國化妝品產業概貌。 然後，對中國本土純粹型化妝品企業，透過策略群組方法將其劃分為三組，即產品結構較完整的大型綜合類化妝品企業(第一組)、產品結構較單一的中型單品類化妝品企業(第二組)、起步晚但成長快的小型創新式化妝品企業(第三組)。并分別選取上海家化、廣州好迪、上海百雀羚這三家企業，作為各策略群組的代表企業，對企業內部因素進行財務績效指標與策略績效指標分析、SWOT分析、現有價值活動的成本競爭優勢分析、競爭力評估分析，進而界定策略議題。并在此基礎上，為這三家代表企業提出各自的國際化擴張策略建議，在資源有限的情況下，探討國際化發展策略的優化佈局。 本研究以質性分析為主、以數據分析為輔，同時借鑒國際先進的化妝品企業之發展經驗，以融合創新的方式探究出適合中國化妝品企業的國際化發展策略。 透過上述分析與實證過程，本論文較為全面且深入地探討中國本土化妝品企業的過去、現狀與未來。面對愈發激烈的競爭態勢、日新月異的科技進步、風雲變幻的潮流趨勢與不斷提升的消費能力，期待中國本土化妝品企業能夠明確自身定位，基於自身特點，有選擇性地把握機會進行策略佈局，在國際舞台上更加堅定地走出自己的路，實現民族產業的復興。

Based on the history and present situation of cosmetics industry and market in China, this thesis is targeting to study the internationalization strategies for China Cosmetics Companies by analyzing the status of global cosmetics industry and China cosmetics enterprises in the competition, clarifying the advantages and disadvantages, allocating resources effectively and learning from advanced foreign cosmetics enterprises. In the research methods, we use the external industry-level analysis (industry and competitor analysis), internal firm-level analysis (enterprise situation analysis) and globalization expansion strategy as the theoretical structure. Firstly, we set China cosmetics industry as the industry-level research object. By analyzing the industry factors we get a more comprehensive picture of the cosmetics industry situation in China. In detail, we deconstruct the China cosmetics industry through the main economic characteristics identification, five-force analysis model, dynamic driving force analysis, strategic group analysis, competitor analysis, key success factor analysis, industry prospects and overall attractiveness. Then, we set China Cosmetics Companies as firm-level research objects. Based on the strategic group results, we take Shanghai Jahwa, Guangzhou Houdy and Shanghai Pechoin as the representative of three strategic groups: large scale integrated type company (Ⅰ), middle scale single type company (Ⅱ), small scale innovative growing company (Ⅲ). Afterwards we use the financial and strategic performance factors analysis, SWOT method, cost competitive advantage of existing value activity, competitiveness evaluation table to dig deep into the China cosmetics companies. Based on that, we do explore the suitable globalization strategy for the three companies. Through the analysis and empirical process above, this article is a comprehensive and in-depth discussion of the development strategy for China Cosmetics Companies. Facing the increasing fierce competition, rapid technological progress, changing trends and rising purchasing power, China Cosmetics Companies should be sober about what to do and what not to do in the mind, seize every opportunity to achieve more profound growth and global development in the future.