室内设计类公司差异化战略研究——基于广州本至装饰设计有限公司的案例

室内设计类公司差异化战略研究——基于广州本至装饰设计有限公司的案例

分类号________密级___公开____UDC__编号20122750041广东外语外贸大学硕士学位论文室内设计类公司差异化战略研究：基于广州本至装饰设计有限公司的案例AStudyonDifferentiationStrategyforInteriorDesignIndustry：ACaseofTTDStudioDesignCo.,Ltd申请人姓名李百刚导师姓名及职称吴易明教授申请学位类别管理学学科专业名称工商管理硕士培养单位MBA教育中心学位授予单位广东外语外贸大学2015年5月25日ⅰn独创性声明本人郑重声明：所呈交的学位论文是本人在导师指导下进行的研究工作及取得的研究成果。据我所知，除了文中特别加以标注和致谢的地方外，论文中不包含其他人已经发表或撰写过的研究成果，也不包含为获得广东外语外贸大学或其他教育机构的学位或证书而使用过的材料。与我一同工作的人对本研究所做的任何贡献均已在论文中作了明确的说明并表示谢意。作者签名：签字日期：2015年5月25日学位论文版权使用授权书本学位论文作者完全了解广东外语外贸大学有关保留、使用学位论文的规定，有权保留并向国家有关部门或机构送交论文的复印件和磁盘，允许论文被查阅和借阅。本人授权广东外语外贸大学可以将学位论文的全部或部分内容编入有关数据库进行检索，可以采用影印、缩印或扫描等复制手段保存、汇编学位论文。作者签名：导师签名：签字日期：2015年5月25日签字日期：2015年5月25日ⅰnDEEDOFDECLARATIONI,_LiBaigang__,herebysubmitmyMBAdissertationfororaldefense,entitledAStudyonDifferentiationStrategyforInteriorDesignIndustry：ACaseofTTDStudioDesignCo.,Ltd.andtruthfullydeclarethattheabove-titledcaseanalysisisaproductofmyoriginalresearchinvestigation.Ifurtherdeclarethat,shouldtheschooleventuallydiscoverthatasubstantialportionofmydissertationislifted,intoto,fromoriginalsources,usingexactlythewordsoftheauthorinmorethan20%ofthewholecontent,IreservetherighttoGuangdongUniversityofForeignStudiestorecallmyMBADiplomaandcancelthedegreegrantedtome.thSignedthisdayof___May102015__atGuangdongUniversityofForeignStudies,Guangzhou,China.___________________________MBACandidateiinACKNOWLEDGEMENTSIwillthankallthepeopledeeplywhohadgivenmegreatcareandhelpduringMBAstudyandcampuslife.Inthefirstofall,itisthemostappropriatetimetoshowmythankstoProfessorWuYiming.Duringtheperiodofthisthesiswriting,ProfessorWugavemeguidanceandassistancetoformationoftheresearchdirectionandtheexactprocessofthethesis.Herrigorousandrealisticacademicattitudeandthinkingofscientificresearchsystemprovidedmelife-longlessons.Herprofoundknowledge,broadvisionandhabitsofthinkingprovidedmeenlightenmentdeeply.Secondly,Iwillthankalltheprofessorsandteacherswhotaughtusvariousdisciplinesinthepastthreeyears.Becauseoftheirtrainingandteaching,Ihadgetmuchknowledgeandgetthroughmyacademiccareer.Moreover,expressmygratitudetoallofmyclassmates.Inthepastthreeyearsofmyacademiccareer,theymademycampuslifebecomeespeciallyrich,especiallywonderful,Ihavealreadylearnedalotfrommyclassmates.Atthesametime,Iwillsay“thankyou”toallthefullboardandcolleaguesinTTDStudioDesignCo.,Ltd,becauseoftheirstrongsupportformythesiswriting,letmelearnmoreknowledgeaboutinteriordesignindustry,andmademythesishadaclearandlogicalstructure.Inthenext,Imustthankalltheauthorswhosearticlesasthereferenceandhadbeencited.Becauseoftheirwriting,Ihadsomereferenceandgistforresearchduringtheperiodofmythesiswriting,madeithadforcefulpersuasionandpracticability.Intheend,Iwillthankmyparentsfortheloveandcaretheygaveme,andalsothankrelativesandfriendswhogavetheirfullsupporttome.Mygratitudeforyoursupportisbeyondwords.iiin致谢完成此篇论文，要深深地感谢在攻读MBA期间，所有从学习和生活个方面给予过作者关心和帮助的人们。首先，要感谢我的论文导师吴易明教授。在撰写论文期间，吴教授从研究方案的确定以及具体的实施过程都给予了周密的指导，她严谨的治学态度和系统的科研思路让作者受益终生。她渊博的知识、开阔的视野和敏锐的思维给了作者深深的启迪。其次，要感谢MBA中心领导们以及各个学科的教授们，正是因为有他们的培养和教育，才能使作者顺利完成学业。再次，要感谢我的MBA班的同学们。在求学的三年里，正是有了他们才使得作者的校园生活更加精彩更加充实，也从每一位同学身上学到了许多优点。同时，作者也要感谢广州本至的董事会成员和全体同事，正是他们的大力支持，才能使得转行时间不长的作者更加了解室内设计行业，使得论文条理更加清晰，逻辑性更强。作者要感谢在本文中引用的所有原文和参考文献的作者，正是有了他们的著作，才使得作者在撰写论文期间有所参考和依据，使得论文说服力以及实用性更强。最后，作者要感谢父母的养育之恩和亲朋好友无私的支持。感激之情，述之不尽。ivnABSTRACTInrecentyearswiththerapiddevelopmentofincome,customerspaymuchmoreattentiontotheconsumeenvironmentwhentheyareinKTVorclubs.Sincetheearly1980sthedesignindustryasapromisingindustrywasdevelopingrapidly,moreandmoredesigncompanieshavesprungup.Withtherapiddevelopmentoftheinteriordesignindustry,moreandmoredesigncompanieswanttoimplementthedifferentiationstrategyinpurposeofbuildupthecorecompetitiveness.Becauseoftheperiodofthedevelopmentoftheinteriorindustryistooshort,andtheexperiencewhichcouldbelearnedisless,mostofcompaniesreallydon’tknowhowtoimplementthestrategy.Thentherearealotofproblemsinthestrategymanagement.Inthispaper,throughcaseoftheresearchstrategymanagementofTTD,weraisethecoredevelopmentstrategyofTTD.ItwillchoosethestrategywhichcouldimprovethecorecompetitiveafteranalyzingtheInternalandexternalenvironmentofandbusinessmodel.Thispaperwillfocusonthebasictheoryofbusinessmanagement.Throughavarietyofresearchmethod,comparativeanalysis,theoreticalresearch,thispaperwillresearchonhowtosolvetheproblemsofTTDThispaperusesPotter'sfiveforcesmodeltoanalysistheexternalenvironmentofTTD,andatthesametimeputstousetheVRIOmodeltoanalysistheinternalenvironment.AndalsothispaperusestheSWOTmodeltoanalysisthestrength,weakness,opportunityandthreatofTTDinpurposeofmakingsurethecorecompetition,strategicobjectivesandproblems.ThenaccordingtotheanalysisthispaperwilldescriptthathowTTDimplementthedifferentiationstrategy.Attheendofthispaper,combiningtheactualsituationofTTD,wediscusssomeproblemsrelatetohowtooperate,managementandcorporategovernance.Thesewillprovideaclearauthoritystructureanddirection.Keywords:strategy,competitivenessstrategy;differentiationstrategy;corecompetitiveness,interiordesign.vn摘要近年来，随着国民收入的提高，消费者在单纯物质消费的基础上更注重消费环境的选择。中国自从二十世纪八十年代初期以来，设计作为一个新兴的行业发展非常的迅速，各种各样的设计公司如雨后春笋般大量涌现。随着装饰设计类公司成立和发展，越来越多的公司为了打造企业核心竞争力，而去实施差异化战略。但是，因为行业发展短，可以借鉴的经验太少，许多公司在实施差异化战略时候盲目模仿，而导致自己公司在发展中出现了许多问题，本文写作就是在这样的背景下提出的。本文通过对企业战略、差异化战略和竞争性战略的文献研究，应用分析广州本至装饰设计有限公司差异化战略的实施条件。并在分析企业内部和外部环境及经营模式之后，选择适应室内设计企业核心竞争力的战略。通过对基本理论和基础知识的归纳与总结着手，通过综合采用理论推导、比较分析、调查研究、实证分析等多种研究方法来研究如何解决广州本至装饰设计有限公司存在的问题。本文采用波特五力模型对广州本至装饰设计有限公司的外部环境进行分析，结合VRIO框架对企业内部资源进行分析，运用SWOT分析法对企业现有资源能力上的优势和劣势、面临的机遇和挑战进行分析，从而进一步明确企业的核心竞争力以及通过构建核心竞争力所要达到的战略目标和解决的问题。从而形成了企业构建差异化战略的框架，然后根据框架介绍本至如何实施产品、市场等差异化战略。最后，结合企业发展的实际情况，确定适合广州本至装饰设计有限公司存在的实际问题，以及如何解决这一问题，并且为企业发展提供明确方向，对企业稳步发展具有深远的战略意义。关键词：战略，竞争性战略；差异化战略；核心竞争力，室内设计vinLISTOFABBREVIATIONSBIM:BuildingInformationModelingHR:HumanResourceOA:OfficeAutomationSWOT:Strength,Weakness,Opportunity,Threats.TTD:TTDStudioDesignCo.,LtdVRIO:ModelofValue,Rarity,InimitabilityandOrganizationviinTABLEOFCONTENTSACKOWLEDGEMENTS………………………………………………………..…iiiABSTRACT…………………………………………………………………………v摘要………..……………………………………………………………………….viLISTOFABBREVIATIONS.................................................................................viiTABLEOFCONTENTS…………………………………………………………viii目录………..……………………..………….……………………………………….xiLISTOFTABLES........................................................................................xiv表目录.......................................................................................xvLISTOFFIGURES......................................................................................xvi图目录.............................................................................................xvii1.INTRODUCTION…………………..…………………………………………….181.1ResearchBackground…………………………………………………………181.2ResearchSignificance………………………………………………………...191.3ResearchMethods……………………………………………………………..201.4ResearchContents……………………………………………………………..201.5Summary………………………………………………………………….…...212.LITERATUREREVIEW……………………...…………………………………..222.1RelevantLiterature………………………...…..………………………………222.1.1Strategy……………………………………………………………………222.1.2CompetitiveStrategy……………………………………………………...232.1.3DifferentiationStrategy…………………………………………………...252.2AnalysisTools…………………………………………………………………262.2.1Porter'sFiveForcesModel……………………………………………….262.2.2VRIO……………………………………………………………………..272.2.3SWOT…………………………………………………………………….272.3Summary……………………………………………………………………....273.CASEDESCRPITION…………………………………………………….……..283.1GeneralIntroductiontoInteriorDesignIndustry……………………………..283.2CompanyProfileofTTDCompany…………………………………………..293.3DevelopmentObstaclesofTTD……………………….………………………31viiin3.4Summary………………………………………….…………………….……..334.CASEANALYSIS…………………………………………………………….…..354.1Externalenvironmentanalysis……………………………………………...…354.1.1ThreatofNewEntrants………………………………………………...…354.1.2IntensityofCompetitiveRivalry…………………………..…………...…354.1.3ThreatofSubstituteProducts………………………………………….….364.1.4BargainingPowerofSuppliers…………………………………….….….364.1.5BargainingPowerofBuyersorCustomers…………..……………….….364.2InternalEnvironmentAnalysis………………………………………………..384.2.1ValueProblem………………………………………………………..…...384.2.2RarityProblem……………………………………………………….…...394.2.3InimitabilityProblem…………………………………………………..…394.2.4OrganizationProblem………………………………………………….…404.3SWOTAnalysis………………………………………………………….….…404.3.1Strengths………………………………………………………………….404.3.2Weakness………………………………………………………..……...…414.3.3Opportunity…………………………………………………………….....414.3.4Threats………………………………………………………………….…424.3.5SWOTAnalysisTable…………………………………………………….424.4CommentsonCurrentStrategy…………………………………………….….434.4.1MarketingandProductsDifferentiation……………………………….…434.4.2CorporateStructureandbusinessDifferentiation……………………...…514.4.3CorporateGovernanceDifferentiation……………………………………564.5Summary……………………………………...………………………………635.SUGGESTIONS…………………………………………………………………...645.1NecessaryResourcesofDifferentiationStrategy……………………………...645.2PredictableRisksintheFuture………………………………………………...655.3CountermeasuresofStrategyImplementation………………………………...655.3.1EnoughFeasibilityAnalysis………………………………………………655.3.2AdjustmentofReserveHoldings…………………………………………665.3.3SimulationsAssumewithintheCompany………………………………..675.3.4OtherRisksResponse……………………………………….….…………675.4Summary……………………………………………………….….………..…68ixn6.CONCLUSIONANDFURTHERSTUDY………………………….……………696.1Conclusion……………………………………………………………………..696.2FurtherStudy…………………………………………………………………..70REFERENCES………………………………………………………………….....71xn目录ACKOWLEDGEMENTS………………………………………………………..…iiiABSTRACT…………………………………………………………………………v摘要………..……………………………………………………………………….viLISTOFABBREVIATIONS.................................................................................viiTABLEOFCONTENTS…………………………………………………………viii目录………..……………………..………………………………………………….xiLISTOFTABLES........................................................................................xiv表目录.......................................................................................xvLISTOFFIGURES......................................................................................xvi图目录.............................................................................................xvii1.绪论…………………………………………………...…………….…………….181.1研究背景……………………………………………………..………………181.2研究意义……………………………………………………….………….....191.3研究方法……………………………………………………….……………..201.4本文结构………………………………………………………….…………..201.5本章小结……………………………………………………………………...212.文献综述…………………………………………………………...……………..222.1相关文献……………………………………………………...………………222.1.1战略………………………………………………………………………222.1.2竞争性战略……………………………………………………….……...232.1.3差异化战略………………………………………………………….…...252.2分析工具……………………………………………………………………..262.2.1五力模型…………………………………………………………………262.2.2VRIO……………………………………………………………………..272.2.3SWOT…………………………………………………………………….272.3本章小结………………………………………………………......................273.案例描述………………………………………………………………………......283.1室内设计行业概况……………………………………………………………283.2广州本至装饰设计有限公司简介…………………………………………..29xin3.3广州本至发展中的障碍……………………….…………………….………313.4本章小结………………………………………………………...….….……..334.案例分析…………………………………………………………….….…….…..354.1外部环境分析……………………………………………...…………………354.1.1新进入者威胁…………………………………………………….…...…354.1.2竞争者威胁……………………..…………..........................................…354.1.3替代品威胁………………………………………………….…….….….364.1.4供应商威胁……………………………………….……………….….….364.1.5买方威胁…………..………………………………………………….….364.2内部环境分析……………………………………………………….………..384.2.1价值问题……………………………………………...……………..…...384.2.2稀缺性问题………………………………………………………….…...394.2.3可替代性问题……………………………………………..…………..…394.2.4组织问题………………………………………………………...…….…404.3SWOT分析………………………………………………………..……….…404.3.1优势……………………………………………………………...……….404.3.2劣势…………………………………………………………….……...…414.3.3机遇………………………………………………………………...….....414.3.4威胁…………………………………………………………...……….…424.3.5SWOT分析表…………………………………………………..……….424.4广州本至战略评论……………………………………………………….….434.4.1市场和产品差异化………………………………….………………..…434.4.2公司结构和客户差异化……………………….……………………...…514.4.3公司治理差异化………………………………………………….…….564.5本章小结………………………………………...…………….…………….635.建议……………………………………………………………………………...645.1差异化战略实施的配套资源…………………………….............................645.2未来可预见风险……………………………………………………………...655.3差异化战略实施的应对措施………………………………………………...65xiin5.3.1进行充分的可行性分析……………………………………….…………655.3.2调整流动资金的储备量来减少………………………….………………665.3.3在公司内进行假定模拟…………………………………………………..675.3.4其他风险应对措施……………………………………….…….…………675.4本章小结…………………………………………….……………………..…686.总结和展望……………………………………….……………………………..…696.1总结…………………………………………………………….……………..696.2展望…………………………………………………………….………..…….70参考文献………………………………………………………………….....71xiiinLISTOFTABLES4.1SWOTAnalysisTableofTTDStudioDesignCo.,Lt…………………………425.15-YearDevelopmentPlanofTTDStudioDesignCo.,Ltdin2015-2019….…63…………………………………………………xivn表目录4.1广州本至装饰设计有限公司SWOT分析表…………………….…..……425.1广州本至装设有限公司5年发展规划表（2015-2019）…….……….…63..………………………………………………………xvnLISTOFFIGURES..1.1ResearchContentofthePaper……………………………..….………………212.1EnvironmentofEstablishingCompetitiveStrategy……..…..….…………….242.2PorterFiveForcesModel……………………………….……………………..26…….…………………………………xvin图目录1.1论文结构图……………………………………………..….………………212.1竞争性战略实施环境……..…..….……………………………….……….242.2波特五力模型………………..……………………………….……….…..26…………….…………………………………xviin1INTRODUCTION1.1ResearchBackgroundWiththerapiddevelopmentofthemarketeconomyinourcountryandtheprocessofeconomyglobalization,themarketmechanismhascomeintothespiritproductindustry,andatthesametimealotofdesigncompaniescomeout,thedesignindustryissurelybooming.Thepositioninthenationaleconomyisrapidrisinginsociallife.Inmanycountries,designindustryhasbecometheimportantpillarindustryandneweconomicgrowtharea.Thechangeofpeopleideasfordesignindustryhasbroughttheresearchofnewproduct,designrestructuringandadjustmentofeconomicstructure.Interiordesignasonepartofdesignindustryhastocombinewiththebusiness.Howtodevelopthisindustryandseizetheopportunityisthebestresearchsubject.Fromthepreviousexperienceandthehistory,moderndesignindustryhasmorethan100yearsofdevelopmentprocess.ButattheendoftheSecondWorldWar,theresearchofmoderndesignhadstilllimitedattheapplicationlayer.Uptothisday,theexpertsandpeoplewhogointotheoreticalresearchinrelatedareasofmoderndesignarestillvanishinglyrare,evenmanydevelopingcountrieshavenotyetinvestmentinthisfield.Throughtheanalyzingandsearchingthereasonswecouldfindthesenseeasily,designisasubjectwithstrongapplicability,itstargetismarketratherthanresearchinstituteandlibrary,atthesametimethedevelopmenttimeofmoderndesignisveryshort,alotofpeoplestillthinkthattherewasnoneedtoresearchatpresent,theguestneeddesignwork,notthetheory.Moderndesignincludesmanyobjectivesandfields,includingmodernarchitecturaldesign,industrialdesign,graphicdesign,fashiondesignadvertisingdesign,etc.Andalsoineachareaisderivativemanybranches.Forexample,inindustrialdesignincludesinteriordesign,environmentaldesign,landscapedesign,cityplanning,etc.Thedesignsystemisextremelyambitious.Interiordesignisalsocalledinteriordecorationdesign.Itisauniquesciencebasedonacombinationofartandtechnology.Interiordesignreflectsnotonlytheexistenceofmaterial,butalsovitalityenvironmentalartworkwithappreciativevalueandexpressiveelement.Interiordesignisonepartofthearchitecturaldesign,interiordesignisaimedatcreatereasonable,comfortableandbeautifulinteriorenvironment18ninpurposeofsatisfyingthedemandofusingandaesthetic.Interiordesignincludesarchitecturalgraphicdesignandspaceorganization,innersurfacestructuremaking,usingofnaturallightandlightingandchoosinganddisplayingoftheinteriorfurniture,lampsandlanterns.1.2ResearchSignificanceSincethenineteeneighties,withtherapiddevelopmentofdesignindustryasarisingindustryinChina,allformsofdesigncommercehadsprungup.Butbecauseofthecharacteristicinthedesignindustry,mostdesigncompanieshaveexpandedfromprivatestudio.Withtheexpansionofbusinessscalesomesuccessfulprivatestudiosdevelopintolargeandmodernenterprise,becomethetruesenseofthe“Company”gradually.Privatestudioisagrouporteamwithseveraldesigners.Itacceptsthescatteredorderofdesignwork.However,duetotheexpansionofbusiness,somesuccessfulprivatestudiostrytooperateintheformofregisteredcompanies.Thusthereisnodoubtthattheywillfaceonmanyproblemsoncompanyoperationandmanagementinevitably.Implementofthestrategymanagement,especiallythedifferentiationstrategyisalsoabigproblemfortheinteriordesigncompaniestobuildupitscorecompetitive.Andthisthesiswillresearchanddiscussaboutthisproblem.Nowadays,inthedomestictheinteriordesigners’overalldesignlevelisnothigh.Mostofthemareprimarylevel.BecauseofnoindustrystandardandunifiedmanagementinChineseinteriordesign,thedesignersarelackunderstandingofinteriordesignandspecializedknowledgetheory.Withtherapiddevelopmentoflivingstandard,interiordesignindustrydevelopedveryfastinrecentyearsinChina.Designmarketisconstantlyexpandinganddemandofinteriordesignerisalsogrowing.Asaresult,manynon-professionalpeoplehavebeenaddedtotheinteriordesignindustrywhichcausedindustryconfusion.Dragonsandfishesjumbledtogetherininteriordesignindustry.Atpresentthemarketofinteriordesignneedstoestablishastandardizedindustrystandardsandunifiedmanagementandimprovetheoverallqualityofinteriordesignersurgently.ThepredecessorofTTDStudioDesignCo.,Ltdisoneofthesuccessfulprivatestudioswhichmentionedabove.Itwasestablishedintheyearof2010,in2013TTDStudioDesignCo.,Ltdwasregisteredofficially.Itfocusesoncommercialapartment,entertainment,hotel,club,etc.Itsvisionis“Tobecomethemostprofessionalinteriordesigncompany”,italwaysupholdthatdesignneedstorejectanyruleandmodel,19ndesignneedstobeyondandexplorationconstantly.With2yearsstabledevelopment,TTDStudioDesignCo.,Ltdhasbeenrecognizedby“RisingStar”intheinteriordesignindustry.Butatthesametime,accompaniedbytheexpansionandofcompanysize,businessexpansion,likeothercompanies,TTDStudioDesignCo.,Ltdfacedonmuchchallengeinmanagementandoperation,especiallyhowtomakethedevelopmentdifferentiationmanagementstrategyfromthebrutalcompetitioninthemarket.Thus,toresearchhowtousestrategicmanagementininteriordesignindustry,notonlyforTTD,butalsoforthewholeindustryisveryuseful.1.3ResearchMethodsThisthesisproposedresearchmethods,includingdocumentationandtoolcomparativeanalysistogetherwithfieldinvestigation.Byreadingancienttextsordocuments,Iwilllearnandmasterthecharacteristicsofdesignfieldandthebusinessstrategy,especiallyfindingawaytoefficientlycombinewiththedifferentiationstrategyforTTDStudioDesignCo.,Ltd.Bycaseanalysis,thispaperwillanalyzetheproblemofTTDStudioDesignCo.,Ltd.ItusesPotter'sfiveforcesmodeltoanalysistheexternalenvironmentofTTD,andatthesametimeputstousetheVRIOmodeltoanalysistheinternalenvironment.AndalsothispaperusestheSWOTmodeltoanalysisthestrength,weakness,opportunityandthreatofTTDinpurposeofmakingsurethecorecompetition,strategicobjectivesandproblems.Attheresultitsetupreasonablebusinessenterprisecorecompetitivenessandframeworkofdifferentiationstrategy.Attheendcombinetheorywithpractice,Iwillusemethodofinvestigation.ThisthesiswillanalyzeandputforwardreasonableproposalsforfeasibilityofTTDStudioDesignCo.,Ltddifferentiationstrategy.1.4ResearchContentsThecontentsofthispaperareasfollowingFigure1-1:20nIntroductionLiteratureObstaclesofTTDandInteriorDesignCaseofTTDVRIOPorterfiveSWOTforcesanalysisDifferentiationStrategyImplementationofTTDSuggestionforInteriordesignIndustryConclusionFigure1-1ResearchContentofthePaperSource:Internalmaterialofcompany1.5SummaryInthischapter,ithasintroducedthebackgroundofthispaper.ThisthesiswillapplydifferentiationstrategymanagementtheoryinmanagementandmarketingstrategiesofTTDStudioDesignCo.,Ltd.Becauseinteriordesignisemergingindustry,fromnowonthereareveryfewstudiesexistaboutthiskindofenterpriseinthepublic.Sotheresearchinthisthesisisstartingtotrysomethingnew,ithassomeinnovativevalue.Butthereisnotsomuchpreviousinformationtoguidethethesiswhichhasbroughtcertaindifficultytoresearchandpaperwriting.21n2LITERATUREREVIEWTherearethreepartsinthisChapter.Inthefirstpart,itwillintroducethecoreconceptsofthethesisaboutstrategy,competitivestrategyanddifferentiationstrategy.Thesecondpartwilldescribetherelevantliteratureaboutthecoreconcepts.Thelastoneisabouttheanalysistoolswhichwereusedinthethesis.2.1CoreConcepts2.1.1StrategyStrategyisahighlevelplantoachieveoneormoregoalsunderconditionsofuncertainty.Inthesenseofthe"artofthegeneral"whichincludesseveralsubsetsofskills.Fromthenuntilthe20thcentury,theword"Strategy"cametodenote"acomprehensivewaytotrytopursuepoliticalends,includingthethreatoractualuseofforce,inadialecticofwills"inamilitaryconflict,inwhichbothadversariesinteract.Strategyisintegratedtheoryandactionofthecorporatesthattheyuseittobuildthecorecompetitivenessandgetcompetitiveedge.（美)JayB.Barnery,WilliamS.Hesterly,（2010）consideredthatstrategyisdefinedasatheorythathowdoesacompany①getthatcompetitiveedge.Strategicmanagementinvolvestheformulationandimplementationofthemajorgoalsandinitiativestakenbyacompany'stopmanagementonbehalfofowners,basedonconsiderationofresourcesandanassessmentoftheinternalandexternalenvironmentsinwhichtheorganizationcompetes.Strategicmanagementismanagerialartandskill.（美）安索夫（2010）putforwardclearlyandsystematically,thereareeightfactormodelofstrategicmanagement:Externalenvironment,strategicbudget,strategicpower,managementability,right,powerstructure,strategic[①]leadershipandstrategicbehavior.Thisliteraturetookthemathlogicintothemanagementresearch,analyzedthechangingbusiness.Howtomaketherightstrategyaccordingtocompanyownsituationisveryimportant.Survivalforenterprisesincludesenvironment,strategyandorganization.Whenthesethreefactorscoordinatedandmademutualadaptation,theenterprisescouldenhancethecorecompetitiveness.Inthisliteratureexpressedthemissionandvisionofcorporates①(美)安索夫.战略管理[M].北京：机械工业出版社,201022nclearly,tomaketheorganizationgoalaccordingtotheinternalconditionandexternalenvironment,ensurethecorrectimplementationofthetarget.(美)ArthurThompson，（美）A.J.StricklandIII，（美）JohnGamble（2007）basedoncombinewithstrategytheoryandenterprisepractice,toldushowtoapply①thenewestacademicstrategytostrategicmanagement.Nowadays,therearesomanyproblemsaboutthestrategicmanagementinthecorporates,forexample,alackofstrategythinking,differentemployeehaddifferentunderstandingtothestrategy,thecorporatehasnofitstrategicexecutivesystemforitself,etc.Therearesomanyclassiccasesintheliterature,descriptedsystematicallyhowtomake,implementandevolutionthecompanystrategy,ensurethecorporateorganizationtorealizethetarget.2.1.2CompetitiveStrategyTheessenceofformulatingcompetitivestrategyisrelatingacompanytoitsenvironment.Althoughtherelevantenvironmentisverybroad,encompassingsocialaswellaseconomicforces,thekeyaspectofthefirm'senvironmentistheindustryorindustriesinwhichitcompetes.Industrystructurehasastronginfluenceindeterminingthecompetitiverulesofthegameaswellasthestrategiespotentiallyavailabletothefirm.Forcesoutsidetheindustryaresignificantprimarilyinarelativesense;sinceoutsideforcesusuallyaffectallfirmsintheindustry,thekeyisfoundinthedifferingabilitiesoffirmstodealwiththem.Theintensityofcompetitioninanindustryisneitheramatterofcoincidencenorbadluck.Rather,competitioninanindustryisrootedinitsunderlyingeconomicstructureandgoeswellbeyondthebehaviorofcurrentcompetitors.Thestateofcompetitioninanindustrydependsonfivebasiccompetitiveforces,whichareshowninFigure1-1.Thecollectivestrengthoftheseforcesdeterminestheultimateprofitpotentialintheindustry,whereprofitpotentialismeasuredintermsoflongrunreturnoninvestedcapital.Notallindustrieshavethesamepotential.Theydifferfundamentallyintheirultimateprofitpotentialasthecollectivestrengthoftheforcesdiffers;theforcesrangefromintenseinindustriesliketires,paper,andsteel—wherenofirmearnsspectacularreturns—torelativelymildinindustrieslikeoil-fieldequipmentandservices,cosmetics,andtoiletries—wherehighreturnsarequitecommon.AccordingtoMichaelPorter,therearefourfactorswhichshouldbeconsideredwhenestablishingthecompetitivestrategy.Theyare,asshowninfigure1.1,①(美)ArthurA.Thompson,MargaretA.Peteraf,JohnE.Gamble,A.J.StricklandIII,CraftingandExecutingStrategyConceptsandCases:GlobalEdition[M].NewYork:McGraw-Hill/Irwin,2012（18）23ncompany’sstrengthandweakness,thepersonalvalueofkeyimplementers(thesetwofactorsareinternalfactorsofacompany),opportunitiesaswellasthreatsintheindustryandsocialexpectations(thesetwoareconsideredasexternalfactors)(Porter,2005).Therefore,wewilldorelevantresearchaboutTTDininternalandexternalfactorsforthecompanybasedonthetheory.Forinternalfactorresearch,strengthandweaknessofSWOTandkeyexecutors’valuetowardscorporateculturewillbedone.Atthesametime,Porter’sfiveforce,andCSRanalysiswillbedonefortheexternalfactorsanalysis.Company’sOpportunitiesandthreatsinstrengthandweaknesstheindustry(economicandtechnical)InternalCompetitivefactorsExternalfactorStrategyforaforacompanycompanyPersonalvaluesofSocialexpectationskeyexecutorsFigure2-1EnvironmentofestablishingcompetitivestrategySource:ThisfigureisfromCompetitiveStrategyauthoredbyMichaelPorterPorterfiveforcesanalysisisaframeworktoanalyzelevelofcompetitionwithinanindustryandbusinessstrategydevelopment.Itdrawsuponindustrialorganization(IO)economicstoderivefiveforcesthatdeterminethecompetitiveintensityandthereforeattractivenessofanIndustry.Attractivenessinthiscontextreferstotheoverallindustryprofitability.An"unattractive"industryisoneinwhichthecombinationofthesefiveforcesactstodrivedownoverallprofitability.Averyunattractiveindustrywouldbeoneapproaching"purecompetition",inwhichavailableprofitsforallfirmsaredriventonormalprofit.Thisanalysisisassociated①withitsprincipalinnovatorMichaelE.PorterofHarvardUniversity.①Porter,M.E.(2008)TheFiveCompetitiveForcesThatShapeStrategy,HarvardbusinessReview,January2008.24n2.1.3DifferentiationStrategyDifferentiationstrategyisdefinedasthatapproachunderwhichafirmaimstodevelopandmarketuniqueproductsfordifferentcustomersegments.Usuallyemployedwhereafirmhasclearcompetitiveadvantages,andcansustainanexpensiveadvertisingcampaign.Itisoneofthreegenericmarketingstrategies(seefocusandlowcoststrategyfortheothertwo)thatcanbeadoptedbyanyfirm.Inbusinessterms,todifferentiatemeanstocreateabenefitthatcustomersperceiveasbeingofgreatervaluetothemthanwhattheycangetelsewhere.Itisnotenoughforyoutobedifferent.Apotentialcustomerhastotakenoteofthedifferenceandmustfeelthatthedifferencesomehowfitstheirneedbetter.Inotherwordsthatmeanvirtuallythesamething:CompetitiveAdvantage;UniqueSellingProposition;OrValueProposition.Whenthecompanywantstobuilditsbusiness,itcouldusedifferentiationtoattractmorecustomers.Onceithasmomentum,differentiationallowsittochargeahigherandbetterpriceforitbecauseitisdeliveringmorevaluetothecustomers.Makeapointtoevaluateandadjustitsdifferentiationmethodsasleastannually.JayB.Barnery,WilliamS.Hesterlyalsoexplainedwhatproductdifferentiationis.InthispaperthisisaveryimportantstrategyforTTD.Productdifferentiation(orsimplydifferentiation)istheprocessofdistinguishingaproductorservicefromothers,tomakeitmoreattractivetoaparticulartargetmarket.Thisinvolvesdifferentiatingitfromcompetitors'productsaswellasafirm'sownproducts.TheconceptwasproposedbyEdwardChamberlininhis1933TheoryofMonopolisticCompetition.Therearethreeimportantpartsasfollow:Firstly,itshouldpaymuchmoreattentiontotheproductorservice.Therearemanywaystoachieveproductdifferentiation,forexampleproductcharacteristics,productcomplexity,productlaunchtime,thelocationofthecompany.Secondly,itshouldpaymuchmoreattentiontotherelationshipbetweencompanyandcustomer.Itcouldcomefromtheproductcustomization,customermarketingandproductreputationtoachieveproductdifferentiation.Thirdly,itshouldpaymuchmoreattentiontorelationshipbetweencompanyandinsidethecompany.Connectionbetweendepartmentsandconnectionbetweencompaniesarealsothemostimportmethodstoachieveproductdifferentiation.Strategicmanagementprocessisanorganization'sprocessofdefiningitsstrategy,25nordirection,andmakingdecisionsonallocatingitsresourcestopursuethisstrategy.HuangXu,theauthorofStrategymanagement:ThinkingandFactors,consideredthatstrategicmanagementprocesscanbedividedinto3parts:thesettingofstrategy,theimplementationofstrategyandtheevaluationofit.JayB.Barnery,WilliamS.HesterlywhocomesfromAmericanwrotethatstrategicmanagementprocessistheorderedanalysisandchoiceprocessofusefulstrategyinthebookStrategicManagementin2010.Theprocessincludesmission,vision,target,internalandexternalenvironmentanalysis,strategychoice,strategyimplementationandcompetitiveedge.2.2AnalysisTools2.2.1Porter'sFiveForcesModelPorterfiveforcesanalysisisaframeworkforindustryanalysisandbusinessstrategydevelopment.Itdrawsuponindustrialorganization(IO)economicstoderivefiveforcesthatdeterminethecompetitiveintensityandthereforeattractivenessofamarket.ThisanalysisisassociatedwithitsprincipalinnovatorMichaelE.PorterofHarvardUniversity(asof2014).Thefiveforcesarethreatofnewentrants,threatofsubstituteproductsorservices,bargainingpowerofcustomers(buyers),bargainingpowerofsuppliers,intensityofcompetitiverivalry.Inthispaperweusedthismodeltoanalysistheexternalenvironment.Figure2-2PorterfiveforcesModelSource:ThisfigureisfromTheFiveCompetitiveForcesThatShapeStrategy26nauthoredbyMichaelPorter2.2.2VRIOInthispaper,weusedVRIOmodeltoevaluateenterpriseinternalcapacity.Foranyenterprisewhowantattempttouseresourcesorcapabilitiesasthecompetitiveadvantagemustfacetofourquestions:Value,Rarity,ImitabilityandOrganization.2.2.3SWOTASWOTanalysis(alternativelySWOTmatrix)isastructuredplanningmethodusedtoevaluatethestrengths,weaknesses,opportunitiesandthreatsinvolvedinaprojectorinabusinessventure.ASWOTanalysiscanbecarriedoutforaproduct,place,industryorperson.Itinvolvesspecifyingtheobjectiveofthebusinessventureorprojectandidentifyingtheinternalandexternalfactorsthatarefavorableandunfavorabletoachievethatobjective.UsersofSWOTanalysisneedtoaskandanswerquestionsthatgeneratemeaningfulinformationforeachcategorytomaketheanalysisusefulandfindtheircompetitiveadvantage.2.3SummaryInthisChapter,itdescribedthecoreconcepts,relevantliteratureandtheanalysistoolsinthethesis.Ithasusedcompetitivestrategyanddifferentiationstrategyasthecoreconcepts.Andthenitintroducedthemaincontentofthemainliterature.Forexample:Porter,M.E.(2008)TheFiveCompetitiveForcesThatShapeStrategy.Atthelastpart,therearethreemainanalysismodelsofthepaper,Porter'sFiveForcesModel,VRIOandSWOTmodel.InthenextChapter,wewillusethemtoanalysistheenvironmentofthecase.27n3CASEDESCRIPTIONInthisChapter,itwillintroducethehistoryandsituationofinteriordesignindustry,andwilldescribetheobstaclesforbuildingupcorecompetitivenessinthisindustry.Formostinteriordesigncompanies,themostimportantproblemiswhatthecorecompetitionwasinthepastyears.SointhisChapterwilldiscussthereasonoftheproblem.3.1GeneralIntroductiontoInteriorDesignIndustryInteriordesignis"theartorprocessofdesigningtheinteriordecorationofaroomorbuilding"①.Aninteriordesignerissomeonewhocoordinatesandmanagessuchprojects.Interiordesignisamultifacetedprofessionthatincludesconceptualdevelopment,communicatingwiththestakeholdersofaprojectandthemanagementandexecutionofthedesign.Inthepast,interiorswereputtogetherinstinctivelyasapartoftheprocessofbuilding.②Theprofessionofinteriordesignhasbeenaconsequenceofthedevelopmentofsocietyandthecomplexarchitecturethathasresultedfromthedevelopmentofindustrialprocesses.Thepursuitofeffectiveuseofspace,userwell-beingandfunctionaldesignhascontributedtothedevelopmentofthecontemporaryinteriordesignprofession.③TheinteriordesignprofessionbecamemoreestablishedafterWorldWarII.Fromthe1950sonwardsspendingonthehomeincreased.Interiordesigncourseswereestablished,requiringthepublicationoftextbooksandreferencesources.Historicalaccountsofinteriordesignersandfirmsdistinctfromthedecorativeartsspecialistsweremadeavailable.Organizationstoregulateeducation,qualifications,standardsandpractices,etc.wereestablishedfortheprofession.④Interiordesignwaspreviouslyseenasplayingasecondaryroletoarchitecture.It①http://www.oxforddictionaries.com/definition/english/interior-design?q=interior+design②Pile,J,2003,InteriorDesign,3rdedn,Pearson,NewJersey,USA③BriefHistoryofInteriorDesign(2007)RetrievedDecember7,2012,fromwww.interior-design-school.net④Lees-Maffei,G,2008,Introduction:ProfessionalizationasafocusinInteriorDesignHistory,JournalofDesignHistory,Vol.21,No.1,Spring.28nalsohasmanyconnectionstootherdesigndisciplines,involvingtheworkofarchitects,industrialdesigners,engineers,builders,craftsmen,etc.Forthesereasonsthegovernmentofinteriordesignstandardsandqualificationswasoftenincorporatedintootherprofessionalorganizationsthatinvolveddesign.OrganizationssuchastheCharteredSocietyofDesigners,establishedintheUKin1986,andtheAmericanDesignersInstitute,foundedin1938,wereestablishedasorganizationsthatgovernedvariousareasofdesign.Nowadays,inthedomestictheinteriordesigners’overalldesignlevelisnothigh.Mostofthemareprimarylevel.BecauseofnoindustrystandardandunifiedmanagementinChineseinteriordesign,thedesignersarelackunderstandingofinteriordesignandspecializedknowledgetheory.Withtherapiddevelopmentoflivingstandard,interiordesignindustrydevelopedveryfastinrecentyearsinChina.Designmarketisconstantlyexpandinganddemandofinteriordesignerisalsogrowing.Asaresult,manynon-professionalpeoplehavebeenaddedtotheinteriordesignindustrywhichcausedindustryconfusion.Dragonsandfishesjumbledtogetherininteriordesignindustry.Atpresentthemarketofinteriordesignneedstoestablishastandardizedindustrystandardsandunifiedmanagementandimprovetheoverallqualityofinteriordesignersurgently.3.2CompanyProfileofTTDCompanyTTDStudioDesignCo.,LtdstartedfromHYprivatedesignstudio,whichwasestablishedin2012.In2014itestablishedawhollyownedsubsidiaryofbrand“XiaozhouCoffe1986”.Sinceitwasfoundedin2012,TTDStudioDesignCo.,LtdhasdesignedandplanmanyinteriordesignprojectsallovertheChina.Bytheendof2014,theincomeofthewholecompanyhasreached13million.Adheringtoclient’sdemands,TTDStudioDesignCo.,Ltdfocusesonthecommercialapartment,entertainment,hotel,club,etc.“XiaozhouCaffe1986”mainlyengagesinallkindsofcoffeeandsweetcookies,atthesametimeitisalsothepromotionandshowplatformofTTDStudioDesignCo.,Ltd.TTDStudioDesignCo.,Ltdisapassionandcreationdesignteam,andalsoitisaprofessionalinteriordesigncompany.TTDStudioDesignCo.,Ltdalwaysupholdsthepurposeof29noptimizinglivingandworkingenvironment.ThepositionofTTDStudioDesignCo.,Ltdisprofessional,notcommercialization.Itdoesbetterbecauseofitsspecialization.TTDStudioDesignCo.,Ltdinsistsonthatwithdesignqualitytoenhanceproductvalue,withdesigntochangethelife.Italwaysexploresandpursuesthedesigncharacteristicsandpotentialfactorstofindauniquedesignorderwhichcouldmakethedesigntoservethelife.MissionandVisionThevisionofTTDStudioDesignCo.,Ltdis“Tobethemostprofessionalinteriordesigncompany”.Thevisionisalsotheshareholders’dreamandfuturedevelopment.Itplaysanimportantroleofstrategyandmanagementmaking.Itistheshareholders’expectofcorporation,tomakevisionisthestartingpointofstrategymanagement.“Tobethemostprofessional”meansthatdesignworksarenotonlysatisfiedwithcustomers,butalsolettheGroupissatisfiedwitheachshareholder,employees,guest,partnerandwholesociety.Missionisthelong-termgoalofcompany,itisalsothereasonofcompanyexistenceandpursuitvalue.MissionofTTDStudioDesignCo.,Ltdis“Symbiosis,Equality,Innovation”.“Symbiosis”isTTDStudioDesignCo.,Ltdwilldevelopandprogresswithothersinteriordesigncompanies,andalsomeansthatcooperatewithcustomers.“Equality”referstothatinthepast,nowandinthefutureTTDStudioDesignCo.,Ltdwillmaintainanequalrelationshipwiththecustomer.“Innovation”isthecharacteristicsandsurvivalwaythatthedesigncorporatesmusthave.TTDStudioDesignCo.,Ltdmustalwayskeepinnovativespirit,withinnovationtocreatethefuture.CompanyDevelopmentObjectiveDevelopmentobjectiveofthecompanymainlyincludescontributetosocietywhichisthefirstobjective.Thesecondoneismarketobjective,becausethegoalofthecompanyissurvival.Thethirdoneisdevelopmentobjective,thisisthemostimportobjectiveforimprovingproductivityandprosperity.Thelastoneisbenefitobjectiveofcompany,thisisthepowerofbusinessactivitiesinternalthecorporate.Accordingtoitsowncircumstances,TTDStudioDesignCo.,Ltdhasmade5-yeardevelopmentplay.Thesalestargetisgrowthfrom13millionintheend2014toaround38millionin2019.Accordingtoitscurrentbusinessresource,TTDwillplantoexpandthebusinesstothedesignmarketofNortheastandInnerMongolia.Andinthe3years,TTDStudioDesignCo.,LtdwillbuildOAandfinancial30ninformationmanagementinpurposeofimprovingworkefficiencyandproductivity.“XiaozhouCaffe1986”isnotonlyindependentoperationandindependentaccounting,butalsotocreatetheirownbrandvalueasthebestpromotionplatformforTTDStudioDesignCo.,Ltd.From2010to2013,theseyearswerebeginningstageforthecompany.TheformerlyofTTDStudioDesignCo.,LtdwasasmallprivatedesignstudionameHY.Duringthisperiod,thestudiowaslessstaffandlessfunding.Atthisstage,TTDhadcompletedtheinitialrapidaccumulationofcapitalanddeterminedthecoredesignbusinessinthefuture.Start-upstageofcompanywasfrom2013to2015.Inthisstage,TTDStudioDesignCo.,Ltdhasfinishedbusinesspositionquickly,allocationofequityshareandcrudeandrefineddesignmanagementsystem.Themostimportant,TTDStudioDesignCo.,Ltdisaccordingtoitscharacteristic,establishedawhollyownedsubsidiaryofbrand“XiaozhouCoffe1986”.Fromtheyearof2015to2019isthedevelopmentstageofthecompany.TTDStudioDesignCo.,Ltdhasmade5-yeardevelopmentplan,itwillfocusondiversificationanddifferentiationoperationinthefutureandestablishmoreperfectdesignmanagementsystemandinformationsystemtocreateitsownbrandandcorporateculture.Thetargetofsalesisabout40millionin2019.3.3CompanyDevelopmentObstaclesofTTDCorecompetenceisaharmonizedcombinationofmultipleresourcesandskillsthatdistinguishafirminthemarketplace.Acorecompetencyresultsfromaspecificsetofskillsorproductiontechniquesthatdeliveradditionalvaluetothecustomer.Theseenableanorganizationtoaccessawidevarietyofmarkets.Corecompetenciesfulfillthreecriteria:[1]1.Providespotentialaccesstoawidevarietyofmarkets.2.Shouldmakeasignificantcontributiontotheperceivedcustomerbenefitsoftheendproduct.3.Difficulttoimitatebycompetitors.Thecompanyacquiresthelongtermcompetitionadvantagewasdecidedbycorecompetition.Itisveryimportantforeverycompanytodevelopandpromotethecorecompetition.Whenthecorporateformsthecorecompetitiveness,ithasbecomethestrategicassetofenterprise.Thecapitalistheimportantsourceofcorporate31ncompetitiveadvantage.Formostinteriordesigncompanies,themostimportantproblemiswhatthecorecompetitionwasinthepastyears.Corecompetitionisdifficulttoimitate,difficulttocopyanddifficulttobuybycompetitors.Butthedesignprojectsininteriordesignindustryarealwayseasytoimitateandcopy.Atthesametime,therearealotofdesigncompaniesinthedesignmarketinrecentyears.Itisverydifficulttoavoidthedesignworkstobecopiedbythecompetitors.Inthemeantime,thecomprehensiveknowledgeofinteriordesigncompaniesisalsoweak.Witheverfewerentry-leveljobininteriordesignindustry,mostdesigneraremajoringinart,theyarelessofunderstandingandinnovatingtothewholedesignindustry.Thisispresentsituationintheinteriordesignfield.Interiordesigncompaniesmustrealizethatifthecompanieswanttolong-termdevelopment,corecompetitionisthekeypointoftheimplementationofthedifferentiationstrategy.Butthecompanyisshortofstrategicmanagementideaandexperience,theinteriordesigncompanyalwaysappearstobeinadequate.Forexample,itcarriedontheprojectswhicharenotgoodatforthecompany.Asaresult,thecompanycouldnotexploittheadvantagestofull,it'salsothecauseofsignificantwaste.Thecharacteristicsofthedesignproductioncapacityarethatbasedonscientificdate,rationalproductivityallocation.Alotofinteriordesigncompaniesinthedesignindustrybegantoundertakeanddesignmanyinteriordesignprojects.Butinpurposeofincreasingtheprofitsfromprojects,thecompanycouldnotcheckoncapacityallocationforitself.Almostinteriordesigncompaniesarestillsmallcompanies,thenumberofdesignersislimited.Socapacityissotightnow.Withoutbatteringthequality,basedonthecapacityofinteriordesigncompanies,theycouldcarryononly3to4projectsoverthesameperiod.Withtherapiddevelopmentandaccumulationofinteriordesigncompanies,therearemoreandmorecustomerstodiscussthebusinesspositively.Butfromnowon,becauseofthedesigncapacityofthecompany,somedesignprojectscouldnotbeundertakenbythem.Interiordesignindustryisinaperiodofrapid,businessisbasicguaranteeforsustainabledevelopment.Howtofindthebalancebetweenthecapacityandbusinessisoneofthemostproblemsforinteriordesigncompanies.Asdescribedearlier,businessisbasicguaranteeforsustainabledevelopment.Marketdevelopmentactivityofmediumandsmallbusinesseshasnoclearplanningandthinking,noapplicablemeasuresandnostandardandmarketinformation.Itis32nrandomnessandblindnesswithoutacleartargetmarket,detailimplementationplanandassessmentprogramandemergencymeasurefortherisk.Althoughthebusinessandprojectforinteriordesigncompaniesareenoughfordevelopmentnow,thisisatransitoryphenomenon.Asweknownthatinteriordesignindustryisaboomindustry,withthedevelopmentofthisindustry,theremustbealotofinteriordesigncompaniestocomeout.Whatisunquestionableisthatthecompetitionofinteriordesignindustrywillbecomethedustandheatinthefuture.Thereisnoprofessionalmarketingtalentinthemanagementteaminalmostinteriordesigncompanies.Thecompanydidnotpresumetospendhugesumsofmoneytohirebusinessmanagerwithexperienceandability.Ifthecompanywantstodevelopinalongtime,ithastochangeitssaleswayintime.HowtosolvethisimportproblemisveryessentialforTTDStudioDesignCo.,Ltd.Marketdevelopmentabilityisrelatedtothesustainabledevelopmentofthewholecompany.Asastartupcompany,survivalanddevelopmentinthefutureisthefirstingredienttoconsider.Howtobuildupthecorecompetitivenessisalsothemostimportantproblemforthem.Inthefirstofall,wehadknownthatwiththerapiddevelopmentofinteriordesignindustry,corecompetitivenessandcapacityproblemsremainsplaguedthecompany.Lackoftalentsisalargepartofthereasonforthem.Inotherwords,thedevelopmentofstafflevelisnotfastenoughtokeeppacewiththedevelopmentofcompany.Forexample,mostinteriordesigncompaniesarestillsmallercompanywith10to20staff,thecommunicationamongthemisnoproblembasically.Butwiththerapiddevelopmentandimplementationof5-yearplan,thenumberofemployeesmustbeaddfromnomorethantwentytoaround100.Thedesignerswillbeadded,thedepartmentswillincrease,atthesametimehumanmanagementquestionwillcome.Theproblemsofselfishdepartmentalism,failedofcommunication,informationasymmetryandinefficiencywillappeargradually.Inthenext,theunevenqualityofdesignerswillbringtroublesonthebusiness.Eachdesignerhasdifferentdesignideaanddesignmethod,thesedifferenceswillImpactonthefinalresultsofthedesign.3.4SummaryThroughtheprofileofinteriordesignindustry,wecouldknowwhatisinteriordesignindustryanditssituation.Andalsotherearealotofproblemsinthisindustry.Nowadays,inthedomestictheinteriordesigners’overalldesignlevelisnothigh.Mostofthemareprimarylevel.Becauseofnoindustrystandardandunified33nmanagementinChineseinteriordesign,thedesignersarelackunderstandingofinteriordesignandspecializedknowledgetheory.Andthemostimportantissueisthatalotofdesigncompaniesdidn’tknowhowtobuildcorecompetitive.Then,itusedanexampleofTTDStudioDesignCo.,Ltd.Inthefirst,itgavetheprofileofTTD.Inthenextitanalyzedtheproblemofthecompany.TTDacquiresthelongtermcompetitionadvantagewasdecidedbycorecompetition.Itisveryimportantforeverycompanytodevelopandpromotethecorecompetition.InthenextChapter,itwillanalyzethebusinessenvironmentofStudioDesignCo.,LtdandgiveanexampleaboutimplementationofdifferentiationstrategyofTTD.34n4CASEANALYSISIntheChapter,itwillanalyzethedifferentiationstrategycaseofTTDStudioDesignCo.,Ltdwhichwasaninteriordesigncompanythatestablishedin2013.Inthefirst,itwillintroduceTTDStudioDesignCo.,Ltd.ThenitusesPotter'sfiveforcesmodeltoanalysistheexternalenvironmentofTTD,andatthesametimeputstousetheVRIOmodeltoanalysistheinternalenvironment.AndalsothispaperusestheSWOTmodeltoanalysisthestrength,weakness,opportunityandthreatofTTDinpurposeofmakingsurethecorecompetition,strategicobjectivesandproblems.Atlast,thisChapterwilldescribetheimplementofdifferentiationstrategyofTTDthroughtheanalysisresults.4.1Externalenvironmentanalysis4.1.1TheThreatofNewEntrantsNewentrantsmeanthatthecompanieswhojustorwillinvolveintheindustry.ForTTDStudioDesignCo.,Ltd,thenewentrantsarealotofprivatedesignstudio.BeforeTTDStudioDesignCo.,Ltdestablished,itwasalsoaprivatedesignstudiolikethis,sotheseprivatesdesignstudiosarethemaincomponentofthetreat.Theinteriordesignindustrycarriagewayintotherelativelylowthreshold,somepeoplewhograduatedfromartordesignmajorscouldcarryonthedesignprojectsbythemselves.Atthesametime,mostofthemworkintheirhomes,sotheofficecosthumancostandoperationcostaretoomuchcheaperthanthecompany.Thereforethedesignfeesaretoomuchlow,andprivatestudiogetapartofinteriordesignmarketing,TTDStudioDesignCo.,Ltdisasmallcompanywhichhasbeenestablishedjust2years,thiswillbringthreattotheformalcompany.4.1.2TheIntensityofCompetitiveRivalryNewentrantisonethreatforenterprisetokeeporimproveincome,butitisnottheonlyone.TheintensityofcompetitiverivalryisoneofthreatinPorter'sFive35nForcesModel.ForTTDStudioDesignCo.,Ltdthecompetitivethreatcomefromsomeformalinteriordesigncompanies.Accordingtoincompletestatistics,thereareabout1823interiordesigncompaniesinChina,andonlyinGuangzhouthenumberis133.Theinteriordesignindustryisasunriseindustry,thenumberoftheinteriorcompaniesballooned.So,competitionofinteriordesignindustrywilltendtobeavirtualdeadheatinthefuture.4.1.3TheThreatofSubstituteProductsThethreatofsubstituteproductsisalsooneofthreatinPorter'sFiveForcesModel.Assumetheenterpriseandthecompetitiontoprovideproductsorservicesagreement,andthecustomers’demandarenearlysame.Substituteproductsaredifferentfromsamecompetitiveproducts,theyareusinganotherwaystomeettheconsumerdemand.Forinteriordesignindustry,interiordesignworksareparticularproducts.Strictlyspeakingthereisnosubstituteproduct,evenwithanotherbusinessmodel.Forexample,thedesignworkisnotdesignedbyaninteriordesigncompany,butitisdesignbyanarchitecturaldesigncompanywhichisprojectcontractor.Mostofarchitecturaldesigncompaniesaredoinginteriordesignatsametimetocaptureinteriordesignmarket.4.1.4BargainingPowerofSuppliersSuppliersaredistinguishedfromacontractororsubcontractor,whocommonlyaddsspecializedinputtodeliverables.Theycouldimprovetheproductpriceorcutproductqualitytoeffectcompanyincome.Thiswillbringthreattoenterprise.Forinteriordesigncompaniesthemostimportantsuppliersarematerialsuppliers.Inaddition,therearetheequipmentsuppliers.Thepriceandqualityofproductstheyprovidedwillimpactdesignworks’profitabilityandcompetitivenessofcompanydirectly.4.1.5BargainingPowerofBuyersorCustomersBargainingpowerofbuyersorcustomersisalsoathreatinPorter'sFiveForces36nModel.Buyersaretheenterprisesorprivateswhobuytheproductsfromcompany,theyarealsocalledcustomers.Suppliers’threatmakethecostimprove,buyers’threatmaketheincomereducedirectly.ForTTDStudioDesignCo.,Ltdbuyers’threatreflectthatthebuyerscouldnotrecognizethebusinessvalueofdesign.Inotherwords,forthebuyer,theypaymoreattentiontothequalityoftheconstruction,butnotthedesignvalue.Thereforethepriceofdesignworkisverylow.Insummary,accordingtoPorter'sFiveForcesModelanalysis,thethreatofnewentrantsforanindustry,thethreatofsubstituteproducts,bargainingpowerofsuppliersandbargainingpowerofbuyersorcustomersarenotthemostimportantthreatforTTDStudioDesignCo.,Ltd.Newentrantsarealmostusingworkrooms,theydon’thaveenoughscaleandthehumantodesignbigprojects.Marketpositionanddevelopmenttargetaredifferent,sothisthreatisnotimportant;Strictlyspeakingthereisnosubstituteproduct,sothisisn’talsoimportant;forsuppliers,theyarealsodependentoninteriordesigncompany,becausetheinteriordesigncompanyistheirbuyer,bothofthemarecoexistence.Atsametimeamongthesuppliersthereishugecompetitionsothatbargainingpowerofsuppliersisnotimportanttoo;throughthepracticeduringthepastseveralyears,thebuyershaverecognizedthatgooddesignwillbringmuchmoresalary,theyhaveknowndesignisalsoessential,itisbeyonddoubt.SoforTTDStudioDesignCo.,Ltdthebiggestthreatistheintensityofcompetitiverivalry.Interiordesignmarketislimited,withrapiddevelopmentofdesignindustry,moreandmoredesigncompaniescomeouttodividethedesignmarket.Eachcompanyhastheirowndevelopmentstrategy,sothisisthebiggestchallenge.SoTTDStudioDesignCo.,Ltdwillpaymoreattentiontoabilityofdesign,managementsystem,capital,sustainabledevelopmentandhumanresourcetoenhancethecorecompetitiveadvantageoftheenterprise.SoforTTDStudioDesignCo.,Ltdthebiggestthreatisthecompetitiverivalry.Interiordesignmarketislimited,withrapiddevelopmentofdesignindustry,moreandmoredesigncompaniescomeouttodividethedesignmarket.Eachcompanyhastheirowndevelopmentstrategy,sothisisthebiggestchallenge.SoTTD37nStudioDesignCo.,Ltdwillpaymoreattentiontoabilityofdesign,managementsystem,capital,sustainabledevelopmentandhumanresourcetoenhancethecorecompetitiveadvantageoftheenterprise.4.2InternalEnvironmentAnalysisItusesJayB.Barney’sVRIOmodelwhichwasraisedin1991forinternalenvironmentanalysisofTTDStudioDesignCo.,Ltd.Itincludesvalue,rarity,inimitabilityandorganization.4.2.1ValueProblemAboutvalueproblemwewillaskthatwhethercapabilitiesandresourcescouldhelpTTDStudioDesignCo.,Ltdtofindtheexternalopportunityandresolvethetreatwhichexistintheenvironment.Iftheansweris“Yes”,thecapabilitiesandresourcesarefullofvalue.Iftheansweris“No”,thecapabilitiesandresourcesaretheweaknessforthecompany.TTDStudioDesignCo.,Ltdisaninteriordesigncompanywithahistoryofmorethan5years.Withtheeffortandinvestigation,theimportantcorevalueincludesthreefactorsasfollowing:Firstly,interiordesignisnotonlytoconsiderdesignbeautybutalsoaccordingtothecustomerrequirementsinpurposeofcreatingthemostrationalspacetocreatethemaximumprofits.Therefore,TTDStudioDesignCo.,Ltdhasacertainpositionintheindustryandregularclientelebecauseofexcellentbusinessdatethatthedesignprojectstoshow.Secondly,TTDStudioDesignCo.,Ltdpaysattentiontotheinvestmentofcompanymanagementthatisdifferentfromothersinteriordesigncompanies.AMBAasadirectorjoinedthecompany,andalsothereareabout1/3non-designersemployeeswhichcouldlayagoodfoundationforthecompanyfuturedevelopment.Thirdly,theshareholdersrequirehighdesignquality,eachdesignprojectneedsbecontrolledandcheckbythedesigndirector.Sothedesignworksarefullofmarketcompetitiveness.38n4.2.2RarityProblemValuableresourcesofcompanyhaveremarkablecontributionforreducingcostsorincreasingincome,butifwhencompanyhasmasteredalargenumberofaspecificresource,theresourcecouldnotbethesourceofenterprisecompetitiveadvantage.Thisleadstotherarityproblem“Howmanyenterpriseshavespecialvaluableresourcesandcapabilities.”ForTTDStudioDesignCo.,Ltdtherarityproblemshowsasfollowing:Firstly,TTDStudioDesignCo.,Ltdinsistsonmaximizecustomerprofitabilityasdesignconceptwhichneedstohighideologicalunderstandingsothatitishardtocopy.Secondly,therearefewdesigncompaniestopayattentiontoenterprisemanagement,soarethesomebigbusiness.Thesebigcompaniesshowonlytheindustryexpansionandbusinessimprovement,theyarelessofenterprisemanagement,notindicatethecomprehensivepower.ButforTTDStudioDesignCo.,Ltdtheenterprisemanagementisoneofcorecompetitivenesswhichitwillestablishinfuture.Thirdly,threeshareholdersoforiginalshareholdersaredesigndirectors.Therefore,theycouldcheckandcontrolthedesignworksqualityinpurposeoftheprojectquality.4.2.3InimitabilityProblemThekeyofwhetherthevaluableandrarityresourcescouldbringsustainablecompetitiveadvantagetothecompanyistheproblemthatwhethertheothersenterprisesfacecostproblemwhentheytrytogainorresearchthisresource.Whentheothersenterprisesmustpayforhugecostiftheywantownthisresource,theresourcecouldbringsustainablecompetitiveadvantagetothecompanywhoownitnow.Thisleadstoinimitabilityproblem“Whetherlackofaresourcecompaniesarefacingresourceacquisitionordevelopmentcostdisadvantage?”ForTTDStudioDesignCo.,Ltdtheinimitabilityproblemsareasfollows:Firstly,basedonthecustomercommercialvalueasdesignconceptneedstofullyunderstandtobusinessprojects.Enterprisemustbewithawealthindustryexperienceandtheaccumulation,otherwisethereisnothing.TTDStudioDesignCo.,Ltdhasputinlonghoursandagreatattentiontodesignconceptandentertainmentindustry.Inthispoint,thisresourceisinimitability.39nSecondly,mostofinteriordesigncompaniesshouldpayattentiontotheenterprisemanagement,butmanagementisacomplexandsystematicalprocess.Itisalsoalong-termtocreativereasonablemanagementsystemevenifithasexcellentoccupationmanagers.WhenTTDStudioDesignCo.,Ltdwasalsoasmallprivatedesignstudio,ithasbuiltmanagementsystem,includesdesigndocumentmanagementsystem,designstandardsmanual,etc.Afterthecompanyestablished,TTDStudioDesignCo.,Ltdaskaprofessionalmanagertomanagetheoperation.So,thispointishardtoimitateorwecansayitneedslongtime.Thirdly,checkandcontrolthedesignworksquality.Toacertainextent,mostdesignersareperfectionists,theyalwayswishtheirworksforpursuingtheperfect.Inthispoint,thisresourceisnotinimitability.4.2.4OrganizationProblemThecompetitivepotentialadvantagesofenterpriseareresourcesandcapabilityofvalue,rarityandinimitability.Butifthecompanywantstofindtheadvantages,itmustbeorganizedtodeveloptheseresourcesandcapability.Thispointleadstoorganizationproblemthat“Whethertheenterpriseisorganizedtodeveloptheseresourcesandcapability?”ForTTDStudioDesignCo.,Ltdorganizationproblemisanimportantproblemtosolveimmediately.Fromnowon,withinthecompanytherearemuchmoremanagementsystemsthantheothercompany,butthereisnorationalsystemdesign,eachsystemisindependent,doesn’thavebeintegrated.Thereforeorganizationproblemisstillexistence,anditisoneofthebiggestproblemsandobstaclesofenterprisedevelopment.4.3SWOTAnalysis4.3.1StrengthsForTTDStudioDesignCo.,Ltditsstrengthsareveryclearly.Withmorethan3yearsprivatestudioexperienceandmorethan2yearscompanyaccumulationanddevelopment,TTDStudioDesignCo.,Ltdhasbecomethecertainstatusandreputationininteriordesignindustryandisrecognizedas“10upstarsinteriordesigncompaniesinGuangzhou”.Itsdesignworksarecombinedwithdesignaestheticsandbusinessvalueperfectlytoensureeachprojectadvanced.Andalsowithmanyyears’experienceTTDStudioDesignCo.,Ltdhasbuiltupascientificandrational40nenterprisemanagementsystem.TTDStudioDesignCo.,Ltdinsistson“Peopleoriented”thatcouldmakesurenormaloperationofenterprisesandimproveallstafftocompany'sconnection.Andatthesametimethebestofficeenvironmentbringdesigninspirationtothedesignersintheworkandprojects.4.3.2WeaknessTheweaknessofTTDStudioDesignCo.,Ltdisobvious.Inthefirstofall,becauseoftheoverallenvironmentofdesignindustrytheemployees’qualitiesareunevenincompany.Sonotalltheworkerscouldunderstandthecompany’sstrategic.Atthesametime,TTDStudioDesignCo.,Ltdfocusedonthedesignworksofprojects,nottospendtoomuchenergyonthedevelopmentstrategyofthecompany.TTDStudioDesignCo.,Ltdhasnotascientificandcompletestrategy.Andnotonlycorporategovernanceandindependentresearchanddevelopmentaremuchweaker,ithasnotbuildupasystematizedrunningsystem.Recently,withtherapiddevelopmentofTTD,thecompanytooyoungremainedamajorproblem,thecustomersstillwanttofindsomebiginteriordesigncompanieswithlonghistoryandlargescaleforsomeimportantandlargeprojects,thisweaknessisobviousincompetition.4.3.3OpportunityInlinewiththemarketfactorsoutlinedabove,theinteriordesignindustryisasunriseandvigorousindustry,thisisnodoubtthatinteriordesignindustryisapotentialindustryinthefuturedevelopmentinChina.Withtherapiddevelopmentofpeople'slifequality,moreandmorepeoplearenotonlysatisfiedwithmaterialenjoybutalsofocusonenjoyingvisionandenvironmentexperiencewhentheyconsumesothatmoreandmoredevelopersandbossesfromentertainmentorhotelindustrypaymoreattentiontothedesignvalue.Inthiscase,thewholedesignbusinessisexpandingwhichcouldbringdesigncompaniesmuchmorechoosesofbusinessmodelanddirection.Withthesegmentmarketofleisure,entertainmentandothertypesexpanding,thetargetmarketofTTDStudioDesignCo.,Ltdisexpandingtoo.Itwilltakemuchmoreopportunityinfuture.41n4.3.4ThreatsAsweknownthattheinteriordesignindustryisasunriseindustry,thenumberoftheinteriorcompaniesballooned.Asresultmoreandmorepeoplefocusonthisindustry,andmoreandmoreprivatestudioandmoreandmoredesigncompaniesarecomingout.Evenintheprocessofdevelopmentmanydesigncompanieshaveconsolidatedtoadddesigncapability.AllofabovewillbringhugethreattoTTDStudioDesignCo.,Ltdinthefuturedevelopment.Atthesametime,thereisnoperfectdesigncopyrightsysteminChinasothatmanydesignworksandideasarecopied,thedesignworkshomogeneityproblemssuchasserious.AsaresultthecopyworksaretoocheaptodisturbthemarketpriceandmakesmallinteriordesigncompanieslikeTTDStudioDesignCo.,Ltdhavetoconsiderthepriceproblem.AllofthemarethreatsforTTDStudioDesignCo.,Ltd.4.3.5SWOTAnalysisTableLookatthefollowingTable4-1:Table4-1SWOTAnalysisTableofTTDStudioDesignCo.,LtdStrength—SWeakness—W1.Ithasaboutmorethan51.ThequalityofstaffarecariousInternalyearsinteriordesigneducationallevelsanalysis（S.W）industryexperience2.Ithasnoscientificintegrated2.Payingmuchmoreandcleardevelopmentstrategy.attentiontomanagement3.ThebasisofcorporateExternalanalysissystembuildinggovernanceisweak（O.T）3.Hacinghighqualityof4.Ithasnoindependentresearchdesignprojects.anddevelopmentsystemOpportunity—OSOWO1.Segmentmarketingfocus1.Focusonhumanresource1.Developmentofinterioronleisureentertainmentprovidetalentpowerfordesignisrapidsegmentmarketingdevelopment2.Moreandmorecustomers2.Businessdifferentiationto2.Combiningwiththesituation42nbegintopayattentiontothecreatenewvalueandfuturedevelopmenttomakevalueofdesign3.Structuredifferentiationsuredevelopmentplan3.Thevaluechainofdesign3.Buildingupnewdepartment.industryisexpanding4.ThesegmentmarketofleisureandentertainmentisexpandingThreats—TSTWT1.Productiondifferentiation1.Buildingupresearchand1.Moreandmoreprivatedesigntoexpandthedesigndevelopmentcentertoavoidstudiosareestablisheddistancewithcompetitorshomogenization.2.Thedesigncompanies’2.Costleadershipcost2.Adjustmentcorporatestrengtharemuchstrongerstrategytoimprovecoregovernance.3.Designprojectsandideasarecompetition.copied.HomogenizationphenomenonunificationofdesignindustryisseriousSource:ThistableisfrominternalmaterialofTTD4.4CommentsonCurrentdifferentiationStrategy4.4.1MarketingandProductsDifferentiationI.MarketingDifferentiationFortheinteriordesignmarketing,TTDStudioDesignCo.,Ltdshouldfocusoncommercialapartment,entertainment,hotel,club,etc.Therearefoursuggestionsareasfollows:Firstly,astheSWOTanalysisinChapter4,wehadknownthatnomatteritwasaprivatedesignstudiooracompanyinthepast5years,italwaysfocusoncommercialapartment,entertainmentandhotelinteriordesign.TTDhassomanysymbolicartworkssuchasVankeWhiteSwanHotelinQingyuan,VankeGoldenRoyalPalaceReceptionCentreinHuangpu,VankePalaceResortinQingyuan,PatiAirClub,officeofTobaccoCompanyGuangdong,etc.Theseartworksgetbigscoreinthedesign43nindustry.Thecompanywonthetitleof“TopTenNewInteriorDesignCompanies2014”.TTDStudioDesignCo.,Ltdspentabout3yearstolaythefirststoneforsignetmarketingininteriordesignindustryandaccumulatetheprofessionalexperience.Theexperienceisdifficulttocopyquickly.Secondly,atopportunitylevel,withthedeepdevelopmentofreformandopeningup,thespeedydevelopmentofnationaleconomyandtheescalationofpeople'slivingstandard,commercialprojectsofleisureandentertainmenthavesprungup,therapiddevelopmentofthismarketingcouldbeexpected.Inthelongrun,leisureandentertainmentindustryhavetheoutstandingpositioninthenationaleconomy.Inthefive-yearplan,thereareanumberofdevelopmentsplanningtoleisureandentertainmentindustry.Obviously,governmenthasallweighedintheseindustries.Thirdly,TTDStudioDesignCo.,Ltdhasmettherequirementofimplementationofmarketingsegmentation.Internalthecompanyhasdonealotofanalysisforthesegmentmarketingandpaidalotofattentionandinvestmentinit.Withthedevelopmentofcompany,thechiefdesigneraccordingtotheexperienceandtheinteriorindustrycharacteristicscostabout2yearstomakingdesignmanualofcodesandstandardsprocessingofTTDStudioDesignCo.,Ltd.Thecompanyispreparingtobuildupmarketingdepartmentinpurposeofpayingmuchmoreattentionandinvestmentinthesemarketing.Thedepartmentcouldmakefastandcorrectadjustmentforthedemandofnewcustomerandfeedbackthecorrectdemandtodesignteams.Atthesametime,combinewiththedesignteamsofenoughexperienceanddesignstandard,thedesigntimeshouldbereducedandtheeffectisalsobetter.Theefficiencyisgreatlyraisedandholdingapictureof“TopNewInteriorDesignCompany”.Fourthly,therearesomanyadvantagesaftersegmentmarketingforTTDStudioDesignCo.,Ltd.Inthefirst,becauseoffocusingtheinteriorsegmentmarketing,thecompanycouldconcentrateonitscoredesignandanalysisofthesegmentForexample:theresearchofhotel.Theresearchincludesanalysisofconsumergrouphabitsandbehavior,operationmodel,trendindevelopmentofsegmentmarketing,etc.Thusitcouldhelpthecompanytoenhancethecorecompetitivenessinthesegmentmarketing.Then,becauseoffocusingtheinteriorsegmentmarketing,thecompanyintegratedresourcestothemaximumextent,increasedtheutilizationrateofresource.Atlast,becauseoffocusingtheinteriorsegmentmarketing,thedesign44nserviceofTTDStudioDesignCo.,Ltdwillbecomeprofessionalandeffective.Itismucheasiertoenhancethecustomersatisfaction,ofspecifieddesignproductsandsegmentmarketshareimprovedsteadily.Aspreviouslymentioned,TTDStudioDesignCo.,Ltdhaschosentocarryoutmarketingdifferentiation,focusedonentertainmentandleisuresegmentmarketing.Howtoimplementthestrategyareasfollows:Inthefirstofall,fromreceptionofthebusinessorder,theundertakingdesignprojectsmustbeentertainment,commercialofficebuildingandleisuresegmentmarketing’s.Iftheordercomesfromtheotherindustry,itmustbeexaminedandverifiedbyboardofdirectors,ifitpasses,thebusinessteamcouldundertaketheproject.Andalsothisisonlythetransitionperiodmethod.Afterestablishmentofbusinessdepartmentofthecompany,thebusinessemployeesshouldgetintothehabitoffocusingthesegmentprojects,avoidtheprojectsfromothermarketing.Forexample,theprojectscomefromfactoryofficeindustryandrestaurantdesign.Nextinimportance,TTDStudioDesignCo.,Ltdshouldorganizethedesignandbusinessteamstodothesecondlayeroffragmentationofentertainment,commercialofficebuildingandleisuresegmentmarketing.Strictlyspeaking,leisureandentertainmentmarketingisalargemarketwithsomanyspecificindustries.Inpurposeofconcentratingonthelimitedresourceofthecompany,TTDshouldsubdividethemarketingcarefully.Aftersubdivision,thecompanyshouldchoosethesegmentmarketingoncemore,focusonthesubdivisionsegmentareasofthechoosingones.Forexample:Hotelchains,KTVchains,Resorthotels,SPAclub,modelroomsandofficerooms.Atlast,TTDStudioDesignCo.,Ltdshouldbuildupbusinessdepartmenttoexploitthesegmentmarketandseekthenewcustomers.Forexample,thedepartmentshouldcollectthelistofKTCchainsallovertheChinaandthenumberofthemodelroomsforcommercialresidentialbuilding,findtheopportunitytoclosetothecustomers,developandexecutebusinessdevelopmentandmarketing.Forthedesignteams,theydemandtopickupthedesignelementsofthesegmentprojectsandstandardizetheprocessandflowdesignchartofthesegmentmarketing.Forexample,thebestoperationareaofKTVisabout3000㎡,thenumberoftheroomsisaround100andthenumberoftheroomtypeis15.Theyalsoneedtoresearchthathowtomakethemodelroomimpressthecustomerfromsenseandwhatarestandarddesignideasofeachproject.WhenHRdepartmentinterviewstheemployees,itmustpickup45nthenichetargetingdesignerswhohavecertainexperienceandarefamiliarwiththesegmentmarketing.Forthetrainingsysteminthefuture,theimportantcoursesarerelatedtothesesegmentmarketingandprojects.Andthemarketingdifferentiationstrategymustcombinewiththebrandpromotion.Theeffectsofcorporatebrandpromotionwillplayanimportantroleinthemarketing.Thebrandpromotionwillcommunicateoperationphilosophy,corporateculture,valuesenseandaffectconsumerattitudestothecustomers.Allofabovearethetargetofbrandpromotion.Withthedevelopmentinrecentyears,moreandmorecompaniespaidmuchattentiontobrandpromotion,butthemethodsofbrandpromotionarethesameinthesameinessentialswhiledifferinginminorpoints.Forexample,manycompaniescostalotofmoneytopromoteviasocialmedia.Andsomecorporatesparticipateinthepublicserviceactivitiesinpurposeofincreasingawarenessofthefirm.Manydesignfirmsusuallycostalotofentryfeetotakepartinthedesigncompetitiontoenrichtheirbrands.Thebrandimageisveryessentialforthedesigncompany.Becausetheawarenessandperceptionofdesignworksareespeciallyimportant.TTDStudioDesignCo.,Ltdisthinkingdeeplyhowtoimplementthebrandpromotiondifferentiation.Inthefirstofall,TTDStudioDesignCo.,LtdshouldestablishWeChatofficialaccounts.Nowadays,whenscienceandtechnologyaredevelopingrapidly,innovationabilityisthemostqualityofmoderncorporates.“WeChat”hasbecomeessentialnetworkcommunicationtools.Fromnowon,alotoffirmshavecreatedtheirWechatofficialaccountswhicharedevelopedbyWeChatteamforthecorporatepromotion.Basedonlawofdiminishingmarginalutility,WeChatusersarefedupwiththeone-size-fit-allpromotionsfromthecompany,ratherbecomecontradictory.Therefore,theWeChatofficialaccountofTTDStudioDesignCo.,Ltdisdifferentiation.WeChatofficialaccountiscalled“创意本（CreativityBooks）”.“创意（Creativity）”meansthatTTDStudioDesignCo.,Ltdrefusescopyandfallbehind.Ontheonehand,“本（Books）”takesfromtheChinesename“广州本至”,ontheotherhand,itmeansthatofficialaccountofTTDisadesignbookwithinspirationandinnovation.Itisnotapromotionplatform,notpremisedoninteriordesignworksofthecompany.ThecontentofWeChatofficialaccountincludesthemostpopularandinnovationdesignandfashionelement.Itillustratesthedesignattitudeandbrandposition.Inthenext,theofficeenvironmentofTTDStudioDesignCo.,Ltdbehavesthe46nbrandimageitself.Asaninteriordesigncompany,theofficedesignisitsownbusinesscards.Whenthecustomerscometotheofficeorthepeoplecomeforinterview,theofficeenvironmentisshowingthedesignconceptofTTDStudioDesignCo.,Ltdallthetime.SoTTDStudioDesignCo.,Ltdcreatesanofficespacewithrelax,comfortableandinnovationinpurposeofpromotingbrand.Atlast,TTDStudioDesignCo.,Ltdshouldparticipateinvariousdesigncompetitionsandexhibitions.Manycompaniesconsideredthatparticipatinginthedesigncompetitionsisnotenoughvalue.Advertisinginmediaismuchbetterthanthat.Forthedesigncompany,thedesignabilityisshowedbyinfluencepowerandrecognitionofdesignprojectsandworks,theycouldalsoincreasethechanceofbrandimage.GuangzhouholdsdesignexhibitioninDecembereveryyear.Therearealotofdesigncompaniesinthedesignexhibition,mostofcompaniesdistributecorporateleaflets.Theinnovationdesignofexhibitionpositionareahasdrawnplentyofattention.TTDStudioDesignCo.,Ltdshouldpaymuchmoreattentiontocombinewiththespacestructureandinterioraccessoriesinthelimitedspace.II.ProductdifferentiationAswhatmentionedbefore，theimplementationoftheproductdifferentiationstrategyshouldbeusetwowaystoachieve.Thestandardizeddesignsofapreliminarypolicyfunctionandimprovetheservicelevel.Firstly,tomakeastandardizeddesignofapreliminarypolicyfunctionTTDStudioDesignCo.,Ltdisalreadyaccordingtothisideatobuildingthedesignmanual.Themostofthecustomersareveryacceptforthismodewhichcouldbringbenefitstothemandgetgoodresultstemporarily.ButTTDStudioDesignCo.,Ltdneedsdeepfurtherresearchatthesametime.Theymustimprovethemarketcompetitiveness,andtheyhavetoprepareforbuildingthepreliminarypolicycompany.Secondly,toimprovetheservicelevelisacomprehensiveengineering.Itshouldbesetaboutseveralaspects.Firstofall,TTDStudioDesignCo.,Ltdshouldimprovesupportingservicefordesignprojects.Forexamplestandardizetheprojectsupportingservice,andalsoitshouldbeshowedintothecontractclearly.ItwillhelpTTDStudioDesignCo.,Ltdtogapawayfromgeneraldesignstudiosandcommondesigncorporateseffectively.Next,businesspeoplehavetodetailedexplanationofsupportingserviceduringthebusinessnegotiationwiththecustomers.Andingeneral,TTDStudioDesignCo.,Ltdhasnoadvantageifcompeteonpriceonlybecauseof47ncompany’smarketposition.Butifthecompanycouldimproveservicevalueaddedeffectivelybysupportingservice,theclientswillnotonlygetprofessionalservice,butalsoreducethepricesensitivity.Intheend,thesupportingserviceofeachprojectshouldbeupdated.Forexampleincreasefaçadedesignetc.Therearetworeasonsofimplementationstrategyforproductdiversity.Firstly,TTDStudioDesignCo.,Ltdshouldrespondtothethreateffectively.Oneside,interiordesignareadevelopedquicklyinrecentyears.Thereareincreasingpersonaldesignstudiosspringup.TheyworkedathomewithoneortwopeopleandprofessionaldesignsoftwaresuchasAutoCADoncomputerwithoutfixedoffice.Forthisreason,theyfrequentlyraidthemarketwithlowerprice.Ontheotherside,thedesigncorporatewhoisalreadytransformtocorporatemanagement.Followingthecompanystrengtheningcontinually,theybecomehaveauniquecompetitive.Asthedevelopmenttheywillgraduallyposeadirectthreat.Next,thewholedesignindustryisconstantlyinrecombining,thusakindofthedumbbelleffectappearedwhichlikealargeportionatbothendsandasmallportioninthemiddle.Theoneoftheendsisthesmallpersonaldesignstudios.Theotheroneisthesuperbigdesigncorporate.Forexample,thetopbrandofbuildingdesigninChina,GoldenMantis,acquired70%stockofHBAwhoisthetopofworldhotelinteriordesignbrand.SotheywillfailifTTDStudioDesignCo.,Ltdcan’thaveafootholdonthewaveofdevelopmentandhighlightingtheiradvantage.Atlast,asthetechnologystrengthdeveloped,designprojectformsconvergence.Thereisnoqualitativedifferenceatdesigneffect.It’sdifficulttogapawaybetweencorporate.It’srequiressomeseriousthoughthowtomakeaneye-catchingforclientondesigneffect.Secondly,TTDStudioDesignCo.,Ltdshouldchoosethewaywhichcouldachieveproductdifferentiation.Asweknownthatdesigncorporateisaknowledgeeconomyenterprise.Innarrowsense,theproductwhichtheyprovideisthefinaldesigndrawing.Butinbroadsensethedesigncorporateisactuallyaservicecorporate.Theproductoftheinteriordesigncompanyistheserviceofdesign.Therefore,TTDStudioDesignCo.,Ltdshouldtaketheiradvantagetoachieveproductdifferentiationfromtwoaspects.Firstly,becauseofthecomplexityofproducts,whatisclosetoforegoingcontent,thenormaldesigncorporatemuchoftenpursuitofsimpleworks.ButtheproductsofTTDStudioDesignCo.,Ltdarebuiltonbusinessoperations.TTDStudioDesignCo.,Ltdaimstocommercialoperationandpursuitbusinessbenefit.It’salsotheuniquecorecompetenceofTTDStudioDesignCo.,Ltd.48nThereforethecompany’sproductdifferentiationshouldleading-inpreliminaryplanningandanalysisfirstwhentheymakethedesign.Theyshouldpositionprojectandtargetgroup,alongwithpositionandanalysisconsumptioncustom,andfinallythedesignwillpossessmarketcompetitiveness.Secondly,raisethelevelofservicetoachievedifferentiation.Theprivatedesignstudioswhatmentionedabove,theycouldonlymaketheeffectdrawingbuttheycouldnotcontinuefollow-uptheconstructionwork.TTDStudioDesignCo.,Ltdcombinedwithitsownadvantages,theypaidmuchmoreattentiontothemanagement,designhandbook,professionalsupervisorandfollow-upinconstructionfromestablished.Theguestscouldcommunicationquicklywithprojectmanagerwhentheyhaveanydoubt.Alloftheabovecouldachieveproductdifferentiationeffectwell.Thirdly,TTDStudioDesignCo.,Ltdshouldkeepproductiondesignleadstrategy.Seekingcostleadershipfromexperiencedifferenceandcopycurvesofeconomics.Costadvantageproducewithmanypathwaysprimarily.Oneofakindisproducewithscaledifferenceandscaleeconomy.Fordesigncorporate,it’simpossibletocalculationscaleeconomy.Becausetherearenotidenticaldesignschemeintheworld,andalsowehavenogoodeconomicmodetomeasurescaleeconomy.TTDStudioDesignCo.,Ltdhastogiveupseekingcostleadershipfromscaleeconomy.Nextistoseekcostleadershipfromgettingproductionfactors.Forthedesigncorporate,thebiggestproductionfactorishumanresource.Humancostismorethanhalfofthewholeoperatingcost.Thereforetheallbusinessownersarefacingthebiggestchallengethathumancostisrisingingeneral.Anddesignindustryhasmoreprofessionalthanotherindustries.Thereareveryfewtalentsforchoosingsothatit’simpossibletoseekcostadvantagefromgettingproductionfactors.Theotheroneofkindisseekingcostleadershipfromexperiencedifferenceandcopycurvesofeconomics.Basedontheconcentrationstrategywhathasmentionedbefore,TTDStudioDesignCo.,Ltdfocusesonresortandentertainmentinteriordesign.TTDStudioDesignCo.,Ltdhastherichestexperienceonthissegmentdesignmarket,andalsoTTDStudioDesignCo.,Ltdmakesitsexperienceprecipitationandaccumulationtoextractakeyelementthattheycanmakeexperiencesharingandexchangelearninginthecorporate.Thentheycanimproveproductionefficiencyandgetcostleadershipadvantage.Thedesignhandbookanddesigndrawinghandbookwhatmentionedbeforeistheachievementfromgeneralizationandsummarytoexperience.Socorporatecanseekcostleadershipfromexperiencedifferenceandcopycurvesof49neconomics.Weshouldmakeproductdifferentiationandsetupresearchanddevelopmentcenteratthesametimethatwecanmakeabreakthroughindilemmaofhomogeneity.Therearethreereasons.Firstofall,TTDStudioDesignCo.,Ltdhaspotentialriskthattheyareshortofindependentdevelopmentmechanism.Accordingtotheaccomplishmentin3yearspast,generallyspeaking,isafewbenchmarkingofthedesignprojects.SuchasaseriesofofficebuildingsandshowroomsofVanKeareallhomogeneousthattheaccomplishmentdependsonpersonalabilityfromdesigner.But,unfortunately,theinspirationofdesignerscouldnotremainstableforages.Assoonasprojectresearchdisappearedandhasnomoreinspiration,andperhapsthedesignermaybeleaveofficeunpredictablethatcausedwecouldnotmakesurethebetterqualityofdesignprojects.Finallyitwilltransformintoweaknessofthecompany,butnottheadvantage.Ontheotherhand,designprojecthavereplicationcharacteristic,andourintellectualpropertyrightsatdesignprojectareimperfectinourcountryatpresent.Inthissituationafewpartofcounterpartswhoislackofprofessionalqualitywillbemodeledonourbenchmarkingprojecteasily.Forexample,therearesomanysothathundredsofreplicasandectypesofthedesignformanyKTVandthemehotel.Thesecondpointisfeasibilitystudyofresearchanddevelopmentcenter.Firstly,theyshouldhavearesearchleaderinresearchanddevelopmentcenter.Thereare3chiefdesignersofthe4shareholders.Theycouldastheleadersofresearchanddevelopmentcenter.ForthenextreasonisthatTTDStudioDesignCo.,Ltdwillimplementdifferentiationstrategy.Thereforeitcouldofferalargenumberofvaluablestufffordesignresearchbecausetheycouldmakeagooddatacollectionandstatisticalanalysisofindustrytrends,operatingdata,consumptioncustomandsoon.Intheend,itisthesupportfromfinancialofcorporate.Ingeneral,anyresearchanddevelopmentcentersisthedepartmentwhichspendsomanymoney,theyneedthesupporthardly.EspeciallyTTDfortheirphaseofdevelopmentisworthsupportingthemonfinance.Atlast,TTDStudioDesignCo.,Ltdshouldmakesurethedevelopmentdirectionofresearchanddevelopmentcenter.Theyconcentratemainlyonnewdesigntechnicaldevelopment,justasapplicationofparametrizationdesign.Forexample,Rhino3DNURBSandBIMthosearenewtypesofoperation.Andthebusinessmodeloffourth-generationmultipleKTV,KoreaWaterWorldapplicatesandpopularinChina50nmarket,alsoapplicationofuniquetechnicalanddeconstructionofspaceprinciple.Aboveallofthesearenotpopularindesignindustry,butithasdevelopedalready.TTDStudioDesignCo.,Ltdmustthinkabouthowtograbachanceinthecompetition.Sciencetechnologyisthefirstproductivity,anditisalsothedevelopmentandsurvivalnecessarymeans.4.4.2CorporateStructureandCustomerDifferentiationI.CorporateStructuredifferentiationTheofficeofTTDStudioDesignCo.,LtdislocatinginGuangzhou.Fiveyearsago,whenitwasasmallprivatestudio,ithadtorentasmallroomwith15㎡inthecampusofGuangzhouAcademyofFineArts.ButnowitislocatingintheGuangzhouTextileFederationCreativityParkwithabout2floorsbuildingof1000㎡.Theshareholdersalwaysthinkabouthowtobuildthecorecompetitivenessandhowtochoosethecorrectdifferentiationstrategy.Diversificationstrategyofcompanyisoneoftheimportantstrategicthattheshareholderhasthoughtaboutcarefully.Butaccordingtothereality,geographicdiversificationisbetterbecauseofclosingtothecustomereverywhere.Infact,TTDStudioDesignCo.,Ltdwasestablishedonlyabout2years,withrapiddevelopmentrecentyearsithascertainaccumulationoffunds,butifitwantstoexpandquicklyininteriorindustry,toestablishbranchofficeisnotrealityinfact,atleastforTTDStudioDesignCo.,Ltdtoreflectonhowtodevelopstablyandquicklyisaveryimportantthing.Therefore,inpurposeofbuildingcorecompetitivenesstheshareholdersofTTDStudioDesignCo.,Ltddecidedtousecorporatestructuredifferentiationstrategytobuildacoffeebarnamed“XiaozhouCoffe1986”.Beforethatthereisnoneinteriordesigncompanytoinvestacoffeebarofarestaurant,becauseofnoexperienceandnosprite.ThereasonswhyTTDStudioDesignCo.,Ltdchosethisdifferentiationwaystobuildthethirdindustryasitsstrategyareasfollows:Inthefirstofall,“XiaozhouCoffe1986”isnotonlyapurelycoffeebar,butalsoitistheexternalpromotionalplatformforTTDStudioDesignCo.,Ltdwhenitdoesforcoffee.BothofthedesignofdecorativeelementsandserviceinthiscoffeebararefullofTTD’sstyle.“XiaozhouCoffe1986”isentityexhibitionhallofTTDStudioDesignCo.,Ltd,atthesametimeitistheexternalpromotionalplatform.Manycompanieswillcosthundredsofthousandsofcompanypromotioneachyear,butforTTDStudioDesignCo.,Ltditcostthesemoneytooperateacoffeebartocreateit’s51nthecharacteristicsofbusinessmodel.Secondly,theteamofTTDStudioDesignCo.,Ltdisfullofvigorandvitality,innovationandinspirationarethestrengthstoit.But,lessofexperienceandaccumulationisthemostimportantproblemforit,regardlessofcorporatecultureandcustomerresourcesareneededsolongtimetoaccumulation.TTDStudioDesignCo.,Ltdhasnomatureandindependentbusinessdepartments,mostofthetime80%businessareintroducedbyanacquaintanceandoldcustomers.Withtheestablishedof“XiaozhouCoffe1986”,itsomehowmanagestotranscendthelimitationsofbusinessexpanding.Thepotentialcustomersofcoffeebararecollegestudents,white-collarsandalsoseniorcorporateexecutivesormanagers.Thecollegestudentsarethebestgroupswiththestrongesttransmissionpower.Theyarenotonlyrunningpromotionthecoffeebar,butalsosomeofthemmaybecometheemployeesofTTDStudioDesignCo.,Ltdinthefuture.White-collarsandalsoseniorcorporateexecutivescouldhavetheopportunitytobecomethepotentialcustomers,maybeitcomefromalotoflittlethings.Intheend,“XiaozhouCoffe1986”demandstogetprofit,itmustbeprofitableforthewholecompany.Themostimportantthingofinvestingcoffeebarisshootingtwobirdswithonestone,notonlyimprovingthebrandeffect,butalsoenhancethebenefitsincoming.Asitisknowntoallthattheprofitofcoffeebarissohigh,andtheinvestmentisnottoomuch.Inadditionthericharomacoffee,theenvironmentinthecoffeebarisveryimportant.AlongwithimprovementofourGDP,“Prettybourgeoisie”runsrampantininurbanwhitecollars.Drinkingacupofdeliciouscoffeeandreadingafashionmagazineisalifestylethatmoreandmorepeoplearepursuing.SoitisnotonlytheexternalpromotionalplatformforTTDStudioDesignCo.,Ltd,butalsoitcouldbringconsiderableforthewholecompany.ImplementationsofcorporatestructuredifferentiationofTTDStudioDesignCo.,Ltdareasfollows:Firstly,basedonthebrandpositionsandkeymessages,“XiaozhouCoffe1986”didn’tchoosethecitycenteraslocation.Mostcoffeebarsinthecitycenterarecommercialones,profitoriented.TTDStudioDesignCo.,LtdhasselectedthelocationinXiaozhouvillagewhichiscalled“TheArtistsVillage”.ThereasonwhychosethereisthatTTDStudioDesignCo.,Ltdisaninteriordesigncompany,Xiaozhouvillageisfullofdesignandartisticatmosphere.ItisthebestchoiceforTTD.XiaozhouvillageisoneofthefamouslandscapeinGuangzhou,therearenearly52n10000touristsattractedtoaplacebyitsreputationasascenicspot.Thereareonlyabout10minutesfromcampuscitytothevillage.Thevillageisalsothefirstchoiceformanywhitecollarsandfamilyfortheirweekend.Becauseofthevillage,thecoffeebarisnamed“Xiaozhou”,“1986”wasthebirthyearofthetwofoundersofTTDStudioDesignCo.,Ltd,thekeypointofpromotionis“Thegenerationafter80s’coffee”,sothefinalnameis“XiaozhouCoffe1986”.Thereare3floorstotallywithabout830kilometersinthebar.Thefirstfloorissellingcoffeeandsweetcookies.ThesecondflooristheexhibitionhallofthedesignworksofTTDStudioDesignCo.,Ltd,itcouldrentforthecustomersasexhibition.ThethirdfloorisVIPareaforthebusinessnegotiation.Secondly,managementmodelof“XiaozhouCoffe1986”isindependentoperation.TTDStudioDesignCo.,Ltdprovidedallthecapacityforpreparationandoperationinearlystage.Butaftertransitionperiod,“XiaozhouCoffe1986”mustbefaceonindependentaccountabilityincludingthepromotionfees.OneshareholderofTTDStudioDesignCo.,Ltdwillbecomethegeneralmanagerof“XiaozhouCoffe1986”toberesponsibleforthedailyoperation,hehasoperationalautonomyandtalentrecruitmentright.TheGMmustattendboardmeetingtoreporttheoperationsinthecoffeebar.Atlast,TTDStudioDesignCo.,Ltdand“XiaozhouCoffe1986”needdeepco-operateandcrosspromoteinpurposeofbuildingthecorporatecultureinthewholecompany.II.CustomerdifferentiationInpurposeofincreasingthedevelopmentofTTDStudioDesignCo.,Ltdbusiness,thecompanywillusecustomerdifferentiationstrategytocreatemuchmorevalueandprofitstothewholecompany,therearethreereasonswhyitwantstousethisstrategy:Firstly,wehaveanalyzedinChapter4,throughtheVRIOmodel,theopportunitysidewehadknownthattheinteriordesigncompanyissunriseindustryinChina.Noonedoubtthisindustry’sgrowthpotentialwhichhasonlyabout30yearshistoryofdevelopment.Inthisrapiddevelopmentindustry,theshareholdersmustthinkaboutthathowtocreatethenewsourcesofbusinessvalue.Inthefirstofall,moreandmorefirstpartybeginstopaymuchattentiontothedesignvalue.Agoodbusinessdesignprojectisnotonlybeautifulwhichbeconsideredbythepeople.Agoodbusinessdesignprojectmustcontaintheprojectposition,targetcustomer,consumptiongroup,53nconsumerbehaviorwhicharedemandedthedesignteamandbusinessteamtoparticipatein.Inthenext,acommercialproject,fromapprovingtofinish,isalwaysincludesthefollowinglinks:earlierstageprojectplan,architecturalplananddesign,landscapedesign,interiordesign,lightingdesign,civilconstructionandaccessoriesdesign.Thisisthevaluechainofdesignindustry.Theearlierprojectshavenolightingdesign,andtherearenocustomerswanttopayforthelightingdesign.Interiorfurniturewerealwaysselectedanddisplayedbythecustomerthemselves.Butnowmanycompaniesareengagedinlightingdesignandaccessoriesdesigninthemarket.Secondly,combingwiththesuperiorityofTTDStudioDesignCo.,Ltd,therearesomeconditionsofimplementationofbusinessdifferentiationstrategy.Becauseofthemorethan5years’experienceforthesegmentmarketofleisure,entertainmentandcommercialofficebuilding,TTDhasagroupofregularcustomerssuchasVankeRealEstateCompany.Atthesametime,TTDistobestrictcontrolofallthedesignprojects,tobestrictreviewofdrawing,andtobestrictchoiceofaccessories.Allofthedesignproductionshavehighquality.Thesereasonsprovidedthesecuritytousethebusinessdifferentiationstrategy.OneofthemostimportantreasonisthatthechairmanofTTDStudioDesignCo.,Ltdhasmorethan10years;interiordesignindustryexperienceandparticipatedinalotoflargedesignprojects,heisveryfamiliarwiththeaccessoriesbusinessandoperationprocess.Thirdly,combingwiththesituationofTTDStudioDesignCo.,Ltd,theheaderandtrailerofthedesignvaluechinhavetheopportunitytochoosethemforthebusinessdifferentiationstrategy.ThereasonwhyTTDStudioDesignCo.,Ltddidn’tchoosetheothersbusinessisnoexperienceandweakinthem.Urbanplanningandarchitecturaldesignneedclassqualificationcertificate.TTDStudioDesignCo.,Ltdiswithoutthisqualification.Forgardendesignandlightingdesign,therearenodesignerswhohaveexperienceontheseareasinTTDStudioDesignCo.,Ltd.Andgardendesignneedsassetsinplantfield,thepotentialgainsmaybesmaller.Therearesomanydesigncompanieshaveownrenovationteamforthecivilconstruction.Aswehadknownthatthemanagementofrenovationteamisverycomplicatedwork.Thelaborcostisoneofimportantproblemforthecompany.IfTTDStudioDesignCo.,Ltdwantstobuildtheteamofrenovation,theriskisrealhigh.Throughoutthewholevaluechain,earlierstageprojectplanseemsprobable.Therearesomanyprofessionalplanningcompaniesinthemarket.ForTTDStudioDesignCo.,Ltd,eachdesignprojecthasearlierstageprojectplan.Therefore,TTDStudioDesignCo.,Ltd54nhasopportunitytoexpandinthisfield.But,todoearlierstageprojectplandemandalotofprofessionaltalentandanalysisofdata.Thisusuallydevelopsoveralongperiodoftime.Soitisasthesecondchoice.Intheotherhand,TTDStudioDesignCo.,Ltdcouldchooseaccessoriesdesign.Whatisaccessoriesdesign?Simplyput,thethingswhichcouldbemovedarecalledaccessories.Forexample:tablesandchairs,coffeetable,desklamp,ornaments,etc.AlotofdesignprojectshaveinvolvedthesoftdecorationdesignforTTDStudioDesignCo.,Ltd,andinthecompanythereareprofessionalaccessoriesdesignersandmateriallibrary.Insummary,thisismucheasierforTTDStudioDesignCo.,Ltdtoexpandaccessoriesdesignfield.Therefore,accessoriesdesignisthebestchoiceforbusinessdifferentiationstrategy.Accordingtotheaboveanalysis,thebestchoiceofbusinessdifferentiationstrategyforTTDStudioDesignCo.,Ltdistoaddaccessoriesdesignproject.Thecompanycouldconsidertobuildupaccessoriesdepartmentandtoformanewdesignteam.Thespecificimplementationisasfollows:Inthefirstofall,financialdepartmentwillevaluateandchecktheoperationcostofaccessoriesdepartment.Intheinneraccountofthecompany,theaccessoriesdepartmentshouldbedisbursedfromthecost,incomesandexpenses.Financialdepartmentwilldobreakevenanalysisandbenefitsanalysis.Inthenext,theleaderofaccessoriesdepartmentshouldorganizethedesignerstomaketheplanandscheduleofthenewdepartment.Theplanmustincludethetimetableandscheduleofthenewdepartment,thepredictionofoperationbenefits,organizationalstructureofdepartment.Allofthesemustbeapprovedbyboardofdirectors.Then,thecompanyneedstorevisethestandardformofcontract.Theaccessoriesdesignshouldbeseparatechargeinthecontract.Thereasonwhydothechangeistomakethecustomerreceiveandbeaccustomedtochargeaccessoriesdesignfeesseparatelyinpurposeoflayinganewfoundationforthenewsubsidiaryinthefuture.Atlast,accessoriesdepartmentshouldpaymuchattentiontoconsidertheindependentoperationmodeandcarryoutinvestigationwork.Theydemandtovisitandstudythesametypeofaccessoriesdesigncompanies.Atthesametime,theyshouldscreenthematerialandaccessoriesprovidersstrictly,formabroadstrategicpartnershipwiththem,explorecostleadership.55n4.4.3CorporateGovernanceDifferentiationThecorporategovernanceisthecorepartofcontemporarycorporateinstitution,itisasystemabouthowtocoordinatetherelationshipamongtheshareholders’meeting,boardofdirectors,seniormanagementandotherstakeholders.InAugust2014,theshareholdershadadjustedthesystemofcorporategovernanceinshareholders’meeting,theyclarifiedthatshareholders’meetingisthehighestauthorityofthecompany's.Theeventsmustbeputontheshareholderstovote.Forexample,tobuyassetsofcompany,investmentprogram,strategicareas,etc.Theshareholdershaveameetingatleastonceeveryquarter.Ifnecessary,thechairmancouldproposetoconveneaninterimmeetingoftheshareholders.Thedailyoperationandmanagementofcompanyisresponsibletotheboardofdirectors.Theboardmeetingofdirectorswillbeheldmonthly.Threeshareholdersofshareholders’meetingareasdirectors.TheboardofdirectorselectedexecutivedirectorstomanageandoperateTTDandcoffeebarandgivethemcertainauthorization.Eachorganizationpracticethegeneralmanagerresponsibilitysystem,generalmanagershouldreporttotheexecutivedirector.Applyingcorporategovernance,theauthorizationofTTDStudioDesignCo.,Ltdismuchmoreclearlytoensurethecorrectandeffectiveenforcementofdifferentiationstrategy.Thespecificimplementationsareasfollows:Firstly,bothofTTDStudioDesignCo.,Ltdand“XiaozhouCoffe1986”remainindependentoperation.Bothofthemareheldresponsibleforprofitandlossandindependentaccountability.Atthesametime,thebusinesscooperationbetweenthetwoorganizationsalsoneedpaythecost.Then,TTDwillbuildbusinessdepartmentinpurposeofimprovingtheadjustmentofbusinessmodelandmarketdevelopmentability.Secondly,TTDStudioDesignCo.,Ltdneedsputupprojectcoordinationdepartmentinpurposeofreleasingthedesigncapacityofdesignteamandsteppingupthecommunicationamongthedepartmentstosolvetheproblembetweentheprojectsnumbersandcapacity,tomaximizethebenefitsandtomakesurethedesignprojectsqualityofthecompany.Thirdly,TTDStudioDesignCo.,Ltdwillbuildupmarketingdepartment.Thisdepartmentwillprovidemoredataanalysis,datasupportandreferencepointsforthedevelopmentofthewholecompany.WiththerapiddevelopmentofTTD,moreandmoreprojectswillneedtopublicbidding.IfTTDStudioDesignCo.,Ltdwantsto56nwininthecompetition,marketingdepartmentisplayinganimportantroleintheprojectplan.Fourthly,financialdepartmentshouldnotonlyfocusonfinancemanagement,butalsobecometheinternalriskcontroldepartment,especiallyforthebudgetmonitoringmanagement.Withthedevelopmentofthecompany,TTDStudioDesignCo.,Ltdwillhavetobeextremelygenerous.Boardofdirectorsandfinancialdepartmentmustanalyzeandplanthebudgetandmercantilerateofreturntoreducetheinvestmentrisk,helpthecompanydevelopquicklyandbetter.Atthesametime,TTDStudioDesignCo.,Ltddemandtobuildupindependent,researchanddevelopmentsysteminthethreeaspects.Inthefirst,thehotdesigntrendisparametricdesignandBIMarchitecturaldesigntoday.Thesewillreplacethetraditionalhanddrawingdesigngraduallyandbringmuchfreshideaandinspirationtothefuturedesignprojects.SothecompanyshouldmakesuretheleaderoftheresearchdepartmenttoresearchanddevelopmentofparametricdesignandBIM.Inthenext,TTDshouldestablishdesigndatabase.Thedatabaseisincludingtheindustrydynamics,businessdataandcustomerbehavior.Throughstatisticsandanalysis,thedatawillbringalotmaterialandinformationforthedesignresearch.Atlast,TTDmustinvestinresearchanddevelopmentaccordingtoactualsituation.Onthebasisoftheanalysismentionedabove,andtheactualsituationofTTDStudioDesignCo.,Ltdanddesignindustrydevelopmenttrendsinthefuture,thecompanyhasworkedout5-yearDevelopingplan.Atthesametime,inordertoachieveFirstly,TTDshoulddrawup5-yearsalesplan.Atthesametimeinordertoreasonable,toachievethisgoalmarketingplan,TTDStudioDesignCo.,Ltdhasmarketsegmentstomakesureitsbusinessemphasis.Ifthecompanywantstodevelopspecificmarket,itmustdemandalargenumberofthemarketinganalysisdataandtheforecastsofthefuture.Indifferentiationdevelopmentstrategiesthecompanyneedstobuildmarketingdepartment,thisdepartmentcouldcollectandanalyzethemarketingdatasystematically.Secondly,“XiaozhouCaffe1986”mustrealizeindependentlyrunandindependentaccountability.Withthedevelopmentintherecentyears,“XiaozhouCaffe1986”isalwaysasthepropagandaplatformofTTDStudioDesignCo.,Ltd,andthecompanyhasinvestedmuchmoneytofundcoffeebar’sdailyoperations.Itincludesequipmentprocurementandstaffwages.“XiaozhouCaffe1986”isnotthe57nindependentoperationorganization.If“XiaozhouCaffe1986”wantstoindependentoperate,itmusthaveitsownplanandsalesteamstoperfectitsorganizationalstructure.Afterperiodofadjustmentinthefirsthalfof2015,theincomeof“XiaozhouCaffe1986”revealedageneraltrendofsteadyrise.Thefundamentalperformanceofcoffeebarisfourmonthsofpositivesame-storesales.Thirdly,TTDStudioDesignCo.,Ltdshouldrearrangetheorganizationstructure.Inthefirstofall,itshouldestablishbusinessdepartment.Asweknownthatabout80%customersofTTDStudioDesignCo.,Ltdcamefromcustomer'sreputationandacquaintancesintroduction,islessofmarketdevelopmentability.Businessdepartmentisresponsibleforbusinessnegotiation,followingupcommercialprojectsandaccountsreceivable.Businessdepartmentisthecoredepartmentinthecompany,toestablishbusinessdepartmentcouldhelpthecompanytoconcentrateitsattentiononCustomerdevelopment,customerrelationshipmaintenance.Businessdepartmentshouldasthecoredepartmentinthecompanytoaddthenumberofstaffinpurposeoffittingforthefastergrowthmarketingininteriordesignindustry.Moreimportantly,becauseofstrategictransformationinTTDStudioDesignCo.,Ltd,businessdepartmentshouldchangethesalesmodelfrompassiveinthepastintoactiveandpursueanewtargetmarket.Inthenext,TTDStudioDesignCo.,Ltdshouldestablishmarketingdepartment.Marketingdepartmentplaysaroleofgeneralstaffinthearmy.Itshouldberesponsibleforresearchingtheinteriordesignmarketing.Forexample,whichisthevaluedesignthatthecompanyprovidestothecustomer?Thekeyemphasisinworkofbusinessdepartmentistofindthesourceofinnovation.Thisdepartmentcouldcollectthemarketinformationandintelligence,beresponsibleforanalyzingofthetrendsinthedesignindustryandindustrydynamics.Itshouldalsoinvestigateandsurveythedataofsegmentmarketandprovideguidingopinionstothecompany.Atlast,TTDStudioDesignCo.,Ltdshouldestablishprojectplanningdepartment.Thisdepartmentplaysaroleofairportcontroltower,itisthecenterofproductionmanagement.Theimportantworkforitistoparticipateinthedesignprojectmanagementwork.Ithastherightofmakingsurethedesignersresponsibility,authorityandeventherelationshipineachproject.Theobjectiveofprojectplanningdepartmentistocoordinatetherelationshipbetweenthedesignteamandbusinessteam.Thedesignerdepartmentcouldpaymuchmoreattentiontotheprojectdesign.Theotherworks,suchastocontroltheprojectschedule,toallocatetheproducttaskandcommunicatewithbusinessdepartmentcouldask58nprojectplanningdepartmenttodothem.Thisdepartmentcouldimprovedevelopmentprocessesandproductivity.Andthismethodcansolvethecontradictionbetweenprojectandcapacity.Fourthly,TTDStudioDesignCo.,LtdwillestablishOAandfinancialmanagementplatformincompanyinformationmanagementinpurposeofimprovingtheofficeefficiencyandintegratingalltheinformationsoftofthewholecompany.TheOAmustcombinewithcharacteristicsofinteriordesigncompanytobecustomized,andmustbeconsideredthedesignprocesscarefully.AsdiscussinChapter3.3“CompanyDevelopmentObstacles”,thetalentsareabigstepinprocessanddevelopmentofcorporate.Butbecauseofcharacteristicsofininteriordesignindustry,theemployeesofthecompaniesareverymobile.Basedonlowbarrierstoentryandviciouscompetition,Mostofthedesigncorporatestakenoaccountofstrategyandhumanresourceplan.However,TTDStudioDesignCo.,Ltdwillpaymuchmoreattentiontothehumanresourceinthe5-yeardevelopmentplan.Themethodsareasfollows:I.TalentSelectingAccordingtothedemandofthecompanydevelopment,HRdepartmentshouldadjusttheinterviewstandard,recalibrateemploymentstandard.HRdepartmentmustbetalentselectingsourcetocontroltheemployees’overallquality.Forexample,wehavementionedinChapter5.1.1thatweshouldimplementthedifferentiationstrategyfromservicedivision.Inthemeantime,toprovideprofessionalsupervisionserviceforengineeringconstructionisalsoeffectivewayforimplementationofproductdifferentiation.Therefore,thedesignerwithpositiveserviceawarenesswillbeasoneofthemostimportantreferencesinthetalentselectinginthefuture.Andtheorganizationalstructureneedstobeadjusted.ThedirectwhoisMBAwillbeassignedpersonalresponsibilityforHRdepartment.Basedondemandsofcorporatedevelopmentstrategy,hehastochangetheemployeestandardwhenevernecessary.Forexample,theeducationalrequirementofadministrativeassistantanddesignassistantwascollegedegreesinthepastyears.Butnow,TTDStudioDesignCo.,Ltdwilldevelopthemainstayoffuturemanagementanddesignpower,evenseniorexecutivesinthecompany.Therefore,thecompanydemandstohirethetalentwithenoughskillsandpromising.Now,thegeneralmanagerassistantofTTDisgraduatestudent,hismajoriscorporatemanagement.Futuremore,HRdepartmentwillarrangerecruitmentorderaccordingtothepriorityoftalentselecting.Atpresent,thebusiness59ndepartmenthasthehighestpriorityoftalentselecting.Thebusinessdepartmentwillbeestablishedtosolvetheobstacleofbusinessdevelopment,businessdevelopmentisthefoundationofthesurvivalandthriveofthecompany.SoHRdepartmentneedstofinishthetalentselectingforthebusinessdepartmentfirstly.II.TalentTrainingTTDStudioDesignCo.,Ltdshouldprovideaplatformforstafftrainingandeducation.Anexcellententerpriseisalearningtypecorporatewhichpaysmuchmoreattentiontotheworkstraining.Actually,theoperationobjectiveofmostdesigncompaniesistogetbenefitsindesignindustry.Thedesignerswhoworkinthesecorporatesalwaysusetheirinspirationandtalenttodesignproject.Butthepowerandinnovationofthemwillbeexhaustedoneday.Asaresult,theyhavetobesuspendedfromtheofficebecauseofnotrain,nochanceandnopassion.Therefore,tocreatetrainingsysteminnerthecompanyisanessentialpartfor5-yeardevelopmentplanofTTDStudioDesignCo.,Ltd.Atthesametime,itshouldcombinewiththedemandofcorporatedevelopmenttotrainthestaffinmanyareasandcourse.Talenttrainingcouldhelpthecompanytocreatetheinternaltrainingsystemtosolvecontradictionbetweentherapiddevelopmentofcompanyandstaffqualityanddesignlevel.Trainingsystemisoneimportantwaytopromotethecontinuedevelopmentofthecorporate.Traininganddevelopmentisafunctionofhumanresourcemanagementconcernedwithorganizationalactivityaimedatbetteringtheperformanceofindividualsandgroupsinorganizationalsettings.Ithasbeenknownbyseveralnames,including"humanresourcedevelopment",and"learningand"①.developmentAlthoughTTDStudioDesignCo.,Ltdisasmallcompanywithafewyearshistory,ithasalongtermdevelopmenttarget.Totrainanddeveloptheemployeesisanessentialpartfor5-yeardevelopmentplan,theStaffloyaltywouldincreaseandproductivitywouldrise.AccordingtostatisticsbytheNationalCentreofLaborEducationQualityinCanada,ifthequalityoftheemployeesincreasesby10%,theproductivityofthecompanywillincreaseby8%.Butifthecapitalinputincreasesby10%,theproductivityofthecompanywillonlyincreaseby3%.Inthefirstofall,thechairmanofTTDStudioDesignCo.,Ltdwillberesponsibleforthetrainingsystem.Thougharound1yearstudyandresearch,thecompanywillbuildtrainingsystemaccordingtothecharacteristicsofthepresentandthefuturedevelopmentofTTDStudioDesignCo.,Ltd.①RosemaryHarrison(2005).LearningandDevelopment.CIPDPublishing.p.5.ISBN9781843980506.60nInthenext,theleadersmadeconversationswithemployeesatthefirmtomakesurethedemandsoftraining.Basedonthediscussionresults,trainingcommitteeofthecompanywillthinkabouttrainingprogram.Andthecommitteenotonlyconsideredthedemandofstaff,butalsoitwillbeaccordingtothecustomers’demandstowritetheteachingmaterial,choosethecoursesandtrainingplan.Then,thetrainingschedulewillbeonthebasisoftheactualsituationoftheenterprise.Thetimeofthecoursesismoreflexible.Thenumberofthestaffinthecompanyissmall.Thetrainingmustbeensuredatleastonceaweekwithoutendangeringtheprocessofthedesignprojectsinthecompany.Atlast,TTDStudioDesignCo.,Ltdshouldcreateitsown“VI”systemoftraining.Forexample,trainingcommitteecouldmaketheteacher'smanual,studentbooks,PPTmodel,trainingtools,etc.GoodpackagingoftrainingsystemfromVIcouldletthestafffeelthatthetrainingisformalandimportant.Thewholetrainingisasystem,notindependent.Atthesametime,TTDStudioDesignCo.,Ltdhasboughttheonlineeducation.Mostcoursesareaboutcareerplanandjobqualityforthejuniorstaffanddepartmentmanagers.Thetrainingwaysofonlineandofflinecouldshowthediversityanddifferenceinthetrainingsystem.TheestablishmentofenterprisetrainingsystemisanimportantsymbolforthehumanresourcestrategyofTTDStudioDesignCo.,Ltd.Anditalsoprovidesthetalentforthecompanytocreatethecorecompetitivenessinthefuture.Withthedevelopmentoftrainingsystem,“XiaozhouCaffe1986”willjointhesystemaboutcoffeefields.III.TalentretainingTheChinesehaveaproverb:”Wrought-ironbarracks,runningthesoldiers.”Butforeachcorporateitreallydoesnotwanttoseelosingthebestpeoplewhohavetrainedbyalotofmoneyandspiritinthecompany.Therefore,howtoretainthetalentandbeststaffhasbecomeimportantproblemforTTDStudioDesignCo.,Ltd.TTDinsistson“Salarykeepingpeople,culturekeepingheart”.Inthematterofkeepingtalentincludessystemreformofsalaryandwelfare,constructionoftheenterprisecultureandbuildingtalentdevelopmentchannel.Thestaff,whethertheywanttostayinthecompanydependonseveralfactors.ThemethodsoftalentretainingofTTDStudioDesignCo.,Ltd.TTDareasfollows:Firstly,TTDStudioDesignCo.,Ltdshouldreformthesystemofsalaryandwelfare.Ontheonehand,risingChineselaborcostshavebecomeaburdenforthe61nprivateenterprise.Howtobalancetherelationshipbetweenrisinglaborcostsandshareholders’equityisthekeytoreformthesystemofsalaryandwelfare.HRdepartmentshouldmasterthesalarylevelindesignindustrythroughwagesurvey.Theycouldpurchasedateofwageandinvestigateandsurveyintheotherdesigncompanies.Thentheymustreportthesurveyresulttotheboardofdirectors.Theboardofdirectorsdecidestheadjustmentrangeofthesalaryandwelfareinthecompanytoensurethecompetitivenessinthesalary.Intheotherhand,thecompanywillcontinuetodeepentheannualsalarysystemofcoreposition.Forexample,designdirectorandprojectmanagerwillpromotethisnewsystemtoensurethestability.Atthesametime,thecompanyhasestablishedasalarysystemcalled“Broadbandsalarysystem”.ThatmeansHRdepartmentshouldmakethedifferentpositionfromdifferentdepartmentslateraldivision.Thedifferentpositionisworkingatdifferentjob,butthevalueineachpositioncouldbeevaluated.HRdepartmentwilltestregularly,thetestresultswillprovidethebasisofsalarychangetwotimesayearinthecompany.Secondly,TTDStudioDesignCo.,Ltdshouldimprovethecorporateculturedevelopment.Onlytodependonthesalarytoretaintalentcouldnotachievethebesteffect.Thecompanywantstoestablishadevelopmentplatformforeverystaffinpurposeofimprovingthesenseofmembershipinthecompany.Corporateculturedevelopmentisalongtermprojects,thetargetofitistoincreasecohesionandcredibilityoftheemployees.Thebestbusinessesaregoodatprovidingasenseofbelonging.Corporateculturaldevelopmentalwaysemphasizescaringofpeople,respectingpeople,understandingpeopleandtrustingpeople.SotheactivitiesofTTDStudioDesignCo.,Ltdarearoundthe"people-oriented"concept.Forexample,theHRdepartmentholdsabirthdaypartyforeachstaffintheoffice,organizetheworkersactiveinvariouscharities.Thecompanyprovideinternalcanteen.Andalsothecompanyprovides3dayspaidholidays’tourismforallthestaffinNovembereveryyear.Thirdly,TTDStudioDesignCo.,Ltdshouldbuildtalentdevelopmentchannelinpurposeofhelpingeachstafftodeterminecareergoalsandplan.Theemployeeswillhavemorespecificpromotionobjectivesinthefuturework.Theyalsocouldstudyandlearnknowledgeanddesignskillaccordingtothepositioncompetencymodel,andhavebetterprospectsofprogress.Table5-15-YearDevelopmentPlanofTTDStudioDesignCo.,Ltdin2015-201962nYear20152016201720182019ContentIncome18Million22Million30Million33Million38MillionSeniorPerfectingJunioranalyzingProvidingBuildingdatabase,andanalyzingandandMarketingpromotionmarketingcollectingandpredictionofpredictionDepartmentandsalesdatabaseanalyzingthethedesignofthestrategydataofmarketmarketdesignmarketSettingupIntegrationSettingupInformationSettingupOAPerfectingOAmaterialallthefinancialPlatformPlatformPlatformdatabaseinformationsystemsystemPlatformsStableBuildingartEstablishingIndependentAddingnewdevelopment，coffeechaincoffeeXiaozhouoperation,designelement.fosteringfixedbrand,barinotherCaffe1986accounting,andForexample,consumerimprovingdesignorganizationpotteryDIY.grouppromotionindustryareaSource:ThisTableisfrominternalmaterialofTTD4.5SummaryThoughthecaseanalysisofTTDStudioDesignCo.,Ltdwecouldseethattheinteriordesigncompanycouldalsoimplementthedifferentiationstrategytobuildupcorecompetitiveness.Wehavementionedmarketingandproductsdifferentiation,corporatestructureandbusinessdifferentiation,developmentstrategy,andcorporategovernancedifferentiation.But,TTDStudioDesignCo.,Ltdisoneoftheinteriordesignenterprises,itselfwasastart-upjusttwoyearsago.Thecharacteristicdidnotmeanthateverycompanyisthesame.Anditisnottheperfect.63n5SUGGESTIONSTheimplementationofdifferentiationstrategyisnotthebestandperfect.Itneedstobeimproved.InthisChapter,itcontainsthreeparts,necessaryresourcesofdifferentiationstrategy,riskinthefuture,andcountermeasuresofstrategyimplementation.Necessaryresourcesarethebasicofthestrategy.Anyimplementationofstrategymusthaverisks,riskpredictionisveryessentialbeforethecompanyimplementthestrategy.Thedetailsareasfollows.5.1NecessaryResourcesofDifferentiationStrategyTheimplementationofthedifferentiationstrategyneedsthefullcooperatefromthewholecompany.Generallyspeaking,thefullcooperateincludesthreefactorsasfollow:Inthefirstofall,theimplementationofthedifferentiationstrategycouldnotdividewithsupportoffinancialresources.TTDStudioDesignCo.,Ltdshouldberesponsibleforthefinancialresourcesfortheimplementationofthedifferentiationstrategy.Forexample:theinitialcapitalandhumancostsof“XiaozhouCaffe1986”.Nextinimportance,theimplementationofthedifferentiationstrategyneedsattracthigh-qualitypersonneltohelpcompanydevelop.TTDStudioDesignCo.,Ltdmustadjustandexpandthehumanresourceofthewholecompanyinpurposeofensuingimplementationofthedifferentiationstrategysmoothly.Forexample,accordingtothedemandofdifferentiationstrategy,TTDStudioDesignCo.,Ltdshouldattractthehigh-qualitytalentfromvariouschannels,talentrecruitment,websitesofrecruitment,WechatorWeibo,etc.Andalsoitcouldusingtheplatformof“XiaozhouCaffe1986”.Thirdly,theimplementationofthedifferentiationstrategyneedsenoughgoodsandmaterials.Forexample:theequipmentof“XiaozhouCaffe1986”,classroomsforthetraining,etc.64n5.2PredictablerisksinthefutureAnystrategyimplementationexisttherisk.ForTTDStudioDesignCo.,Ltdthepredictablerisksinthefutureareasfollows:Inthefirstofallisthefinancialrisk.AllthestrategyofTTDStudioDesignCo.,Ltdmaybefailure,atthesametimethefailurewillbringtheeconomicdamage.Forexample,thenewsubsidiary“XiaozhouCaffe1986”hasspentalotofstart-upcapital.Ifthenewmarketofaccessorycouldbeopened,theinvestmenttakesabaththatitwillmaybringhugelossforTTDStudioDesignCo.,Ltd.Thesecondoneistheinfluenceofcorebusiness.Forexample,strategyofdiversificationofsegmentmarketingwillpaymuchmoreattentionandnewattemptandbusinessordesignpowerinitforTTDStudioDesignCo.,Ltd.Marketfocusstrategywillalsobringhugerisk.MarketfocusstrategymeansthatTTDmustfocusononeortwosegmentdesignmarket.Ifmakeahugedifferenceandchange,theconsequenceswillbedisastrousforwholecompany.5.3CountermeasuresofStrategyImplementationAdequatepreparationisthebestwaytorespondtorisks.Sinceweknowthattherearerisks,TTDStudioDesignCo.,Ltdshouldbefullypreparedforrisks.5.3.1EnoughFeasibilityAnalysisAdequatepreparationisthebestwaytorespondtorisks.Sinceweknowthattherearerisks,TTDStudioDesignCo.,Ltdshouldbefullypreparedforrisks.Enoughfeasibilityanalysisisanimportantwaytoreducefinancialrisk.Beforetheprojectorstrategyimplementation,TTDStudioDesignCo.,Ltdmustmakeenoughfeasibilityanalysis,theleaderofprojectmustprovidethepredictionofbusinessincomeandrevenue,andthefinancedepartmentdoestheanalysisandevaluationofprojectprofit.Firstly,TTDStudioDesignCo.,Ltdshouldenhanceriskcontrolability.Ithastoanalyzesomuch,suchascustomerprofilinganalysis,targetinteriordesignandcoffee65nmarketinganalysis,customerloyalty,customerretention,orcustomersegmentation.TTDStudioDesignCo.,Ltdshouldalsoinvestigatepredictionofsupplyanddemandofinternationalandinternalinteriordesignmarket;Itfocusesonthesegmentmarket,analyzesmarketshare;Atthesametime,itmustanalyzestrengthsandweaknessesbetweencompetitoranditself.Secondly,asweknowthatdifferentiationisthatafirmaimstodevelopandmarketuniqueproductsfordifferentcustomersegments.Butnotallthestrategycouldgetinto“BlueOcean”andensureprofitability.Sofinancialdepartmentshouldusingthecomprehensiveevaluationmethodtoevaluatenewprojectsisscientificnecessary,avoidblindinvestment.Thirdly,dofeasibilityanalysisofrequirementfor“XiaozhouCoffe1986”,includesscaleofconstruction,planofsiteselection,marketpositioning,themainequipmentplan,marketingplanning,humanresourceallocation,etc.Allofthefactorsneedtobeanalyzedcarefully.5.3.2AdjustmentofReserveHoldingsTTDStudioDesignCo.,Ltdshouldadjustthereserveoffloatingcapitalinpurposeofreducetheriskofprimarybusiness.Forthedifferentiationstrategydevelopment,TTDStudioDesignCo.,Ltdshouldnotonlypreparetheinitialcapitalfor“XiaozhouCaffe1986”andothernewdepartmentsinthecompany,butalsomustprovideenoughfloatingcapitalfordailyoperation.ToaviodinfluncethecorebusinessofTTDStudioDesignCo.,Ltd,itcouldcosttimeforresourcestoberedeployed.Forexample:Newteamordepartmentisresponsibleforrunningthe“XiaozhouCaffe1986”businessdaytoday.Becausethepositionof“XiaozhouCaffe1986”istoserveandpromoteTTDStudioDesignCo.,Ltd,thewholepremiseisthatitcouldnotaffectthemainbusiness,becauseofeacepeoplehasalimitedamountoftimeandenergyandtalent.SoTTDStudioDesignCo.,Ltdshouldpaymuchmoreattentiontotheinteriordesign,thenthinkaboutthehumancapital.66n5.3.3SimulationsAssumewithintheCompanyIfthemarkethashugeshiftwhichwasfocusbythecompanythatuseddifferentiationstrategy,soitisonewaytotextcompanyresilience.Beforethelargechange,TTDStudioDesignCo.,Ltdassumedthesituation,itthinksaboutwhatshoulddoiftheriskappearance.Forexample:TTDStudioDesignCo.,Ltdfocusesoncommercialapartment,entertainment,hotel,club,etc.Ifonedaythereisnonationalpolicyandencouragetosupporttheseindustry,whetherTTDStudioDesignCo.,Ltdcouldshiftthemarkettoexpandanewmarketintimeorleap-frogthecompetitionintoleranceinoriginalmarket,thisisthemostimportantproblemwhichthecompanyconsidercarefully.Agoodpreparationwillbringmuchmoresurvivalchanceforthecompanywhentheriskcomes.Opportunitiesalwaysfavorthosewhoareprepared.5.3.4OtherRisksResponseI.RiskresponseofhumanresourceWiththerapiddevelopmentofdifferentiationstrategyforTTDStudioDesignCo.,Ltd,moreandmoretalentwilljointhecompany.Beforethenewemployeesjointhecompanymustbeaccessed.Inthefirstofall,professionalabilitymustbeuptotherequiredstandardofcompany,itshouldnotsavethecostofhumanresourcetochoosethedesignerswhosedesignabilityisrathermediocre.Talentisthekeyfactorforcompanydevelopment.Sointhetalentselection,designabilityisanimportantindexofreference.Secondly,notonlyevaluatetalentprofessionalability,butalsopaymuchmoreattentiontothepersonalandprofessionalgoalsandcompanyloyalty.TTDStudioDesignCo.,Ltdwantstokeeptalentedpeoplearound,itmustkeeptheir“Heart”.Thatmeansthatthecompanymusthaveconstructingofenterpriseculture,employeebenefitsandsoundmanagementsystem,thesecouldembodytheunity,initiativeandcreativenessoftheemployees.Atlast,becausethedesignersneedbetrainedregularly,TTDStudioDesignCo.,Ltdshouldbuildtrainingmechanisminnerthecompany.Allthecoursesofthetrainersneedbeputonrecord,andeachcoursemustkeepatleast2trainer.Thereasonisthatifonetrainerissuspendedfromoffice,anothertrainerordesignercouldalsoteachthisthecourse.67nII.RiskresponseofgoodsandmaterialsRiskresponseofgoodsandmaterialsisrelativeclaritythatisreducingthefixedassetsandlowvalueconsumables.Undertheprequisiteofguaranteeingquality,TTDStudioDesignCo.,Ltdcouldask“XiaozhouCaffe1986”tobuysecond-handequipmentthatcouldsavemoneyabout50%.Andmostdesignersinthecompanyhadbetaughthowtouseoldmaterialintofurniture,sothatmanyofficefurnitureofTTDStudioDesignCo.,Ltdcouldbemadebythedesigners.Theycouldbuymaterialandoldfurnituretomakethenewone.Thisisnotonlysavethemoney,butalsoshowalotofinnovationandcreativityelementtothecustomer.5.4SummaryThroughChapter5,wecouldknowthatfinancialresource,humanandmaterialsarethemostimportantfactorsforimplementingthedifferentiationstrategy.Howtobalancetherelationshipamongthemisveryimportant.Anystrategyimplementationexisttherisk.Ifthestrategyisfailure,emergencymechanismmustbestarted.TTDmustfocusononeortwosegmentdesignmarket.Ifmakeahugedifferenceandchange,theconsequenceswillbedisastrousforwholecompany.Atlast,TTDStudioDesignCo.,Ltdshouldpaymuchmoreattentiontoenoughfeasibilityanalysis,adjustmentofreserveholdings,simulationsassumewithinthecompanyandotherrisksresponse,IfTTDfocusesonthem,IthinkTTDwillbecomemuchbetterinthefuture.68n6CONCLUSIONANDFURTHERSTUDY6.1ConclusionDifferentiationstrategymanagementresearchinvolvestotheenterpriseinternalandexternalenvironmentmanyfactors,accordingtoactualsituation,fromanalyzingproblemssystematicallyanddeeply,thispaperdrawssomeimportantconclusions.Inthefirstofall,thisthesisanalyzedthewholebackgroundofinteriordesignindustry,unveiledseveralchallengesinthisindustry.ThenitfindsthedevelopmentobstacleofTTDStudioDesignCo.,Ltd,especiallyhowtoconstructthecorecompetitiveability.Secondly,thispaperusedsometoolstoanalyzethereasonoftheproblem.thispaperanalyzedtheproblemofTTDStudioDesignCo.,Ltd.ItusedPotter'sfiveforcesmodeltoanalysistheexternalenvironmentofTTD,andatthesametimeputtousetheVRIOmodeltoanalysistheinternalenvironment.AndalsothispaperusedtheSWOTmodeltoanalysisthestrength,weakness,opportunityandthreatofTTDinpurposeofmakingsurethecorecompetition,strategicobjectivesandproblems.Attheresultaccordingtotheanalysis,itsetupreasonablebusinessenterprisecorecompetenciesandframeworkofdifferentiationstrategyofTTDStudioDesignCo.,Ltd.Thedifferentiationstrategycouldsolvethecompany’sproblems.Itincludesbranddifferentiation,marketingdifferentiation,productsdifferentiation,humanresourcedifferentiation,etc.Andalsobeforethechoiceofthedifferentiationstrategy,TTDStudioDesignCo.,Ltdprovidednecessaryresources,assessedriskofstrategyimplementationandpreparedresponsetorisk.Theinnovationofthisthesisisthatapplieddifferentiationstrategymanagementtheoryinmanagementandmarketingstrategiesintheinteriordesignindustrywhichisboomindustry.Thus,toresearchhowtousestrategicmanagementininteriordesignindustry,notonlyforTTD,butalsoforthewholeindustryisveryuseful.69n6.2FurtherStudyBecausethehistoryofdevelopmentofinteriordesignindustryinChinaislessthe30years,thereisnotsomuchpreviousinformationandexperiencetoguidethethesisanduseforreference,soitresultsinthatmademereferencetoothersimilarindustries’experienceandmaterialofdifferentiationstrategymanagementtoresearchandanalyze.Intheotherhand,TTDStudioDesignCo.,Ltdisoneoftheinteriordesignenterprises,itselfwasastart-upjusttwoyearsago.Thecharacteristicdidnotmeanthateverycompanyisthesame.Thereferencevalueislimited.Otherwise,TTDStudioDesignCo.,Ltdwasestablishedin2yearsago,themarketingdepartmentiswithoutform,thereisnodeepandsystematicanalysisandresearchforthetargetmarketandpotentialmarket,thereforetheanalyzingdataforthedifferentiationstrategyarenotaccurateandcomplete,itbroughtsomedifficultytothethesiswritingandactualwork.ThereisnodoubtthatwiththerapiddevelopmentofChineseeconomicandasthegrowthinlivingstandard,moreandmorepeoplewillnotonlypaymuchmoreattentiontopursuingquality,butalsoimprovethedemandofconsumptionenvironment.Itisthisdemand-driveninteriordesignindustrydevelopmentconstantly.Ibelievewithmoreandmoreexperienceininteriordesignindustrywillhelpmakeuptheshortfallofthisthesisresearch,andcandoubtlessbecopiedforTTDStudioDesignCo.,Ltd.Lookingahead,IthinkTTDStudioDesignCo.,Ltd.mustmakebrilliantachievementsunderthefirststrategyof5yearsofprograms.Atthesametime,TTDStudioDesignCo.,Ltd.willshareitsdevelopmentexperienceofinteriordesignindustrytotheothercompaniestohelpthewholeinteriordesignindustrydevelopmentandprovidemorereferenceresourcesoftheoryandpractice.70nREFERENCES[1](美)ArthurA.Thompson,MargaretA.Peteraf,JohnE.Gamble,A.J.StricklandIII(2012).CraftingandExecutingStrategyConceptsandCases:GlobalEdition[M].NewYork:McGraw-Hill/Irwin,[2](美)Pile,J(2003),InteriorDesign,[M].NewJersey,[3](美)Porter,M.E(2008),FiveCompetitiveForcesThatShapeStrategy,HarvardbusinessReview..[4](美)RosemaryHarrison(2005),LearningandDevelopment.[M]NewYork:CIPDPublic.[5](美)BruceR.Barringer,R.DuaneIreland,杨俊、薛宏志译，创业管理：成功创建新企业[M].北京：机械工业出版社，2013.11（3）[6](美)JayB.Barney.从内部寻求竞争优势[M].北京：机械工业出版社，1995[7](美)戴维J.科利斯,辛西娅A.蒙哥马利.公司战略:基于资源论的观点[M].北京：机械工业出版社,2006[8](美)大卫·J.科利斯,辛西娅·A.蒙哥马利.公司战略:企业的资源和范围[M].大连：东北财经大学出版社,2005[9](英)FredR.David.战略管理StrategicManagement.(第六版)[M].北京：清华大学出版社，2003[10](美)M.E.波特.竞争优势[M].北京：华夏出版社，1997.[11]（美）RobertD.Hisrich,MichaelP.Peters,DeanA.Shepherd，蔡莉，葛宝山译，创业管理[M].北京：机械工业出版社，2012.3[12](韩)W.钱·金(W.ChanKim)，(美)勒妮·莫博涅(ReneeMauborgne)，蓝海战略:超越产业竞争开创全新市场[M].上海：商务印书馆,2005[13]程宇宁，品牌策划与管理[M]北京：中国人民大学出版社，2014.2[14]刘平、张海玉、金环、徐彦，企业战略管理——规划理论、流程、方法与实践[M]北京：清华大学出版社，2013.8[15]庞守林，品牌管理[M].北京：清华大学出版社，2011.1[16]沈乐平，公司治理原理与案例[M].大连：东北财经大学出版社,2009[17]杨锡怀、王江，企业战略管理——理论与案例（第三版）[M].北京：高等教71n育出版社,2010[18]赵锡军，企业成长战略[M].北京：中国人民大学出版社,2004[19]广州本至装饰设计有限公司内部资料72