Business Research Paper代寫：Facing Challenges with Strategic Management

Business Research Paper代寫-戰(zhàn)略管理面臨挑戰(zhàn)。本文是一篇由本站代寫服務(wù)提供的留學(xué)生商務(wù)管理專業(yè)Research Paper范文，主要內(nèi)容講述Poh Kong是一家珠寶公司，由Cheong Teck Chong和Choon Yee Seiong創(chuàng)立，于1976年在八打靈開設(shè)了第一家分店。此外，自2004年以來，Poh Kong一直在馬來西亞證券交易所上市，但他們在吉隆坡沙阿阿拉姆擁有一家制造廠。本篇Research Paper指出如今的Poh Hong憑借其巨大的增長和其核心商業(yè)理念，即質(zhì)量、價(jià)值、信任和選擇，成為珠寶行業(yè)的領(lǐng)軍者。此外，在針對不同客戶的范圍內(nèi)，他們有幾個(gè)內(nèi)部品牌，如昂槍、Tranz、快樂愛情和吉祥藝術(shù)。此外，Poh Kong是迪士尼系列的許可證持有人，也是Luca Carati、Schoeffel、Hemera Diamond和Angel Diamond等知名品牌的獨(dú)家經(jīng)銷商。下面就一起來看一下這篇Business Research Paper代寫的具體內(nèi)容。

1.0 Introduction 引言

Poh Kong, is a jewelry company founded by Cheong Teck Chong and Choon Yee Seiong which established first outlet in year 1976 located in Petaling Jaya. Besides, since 2004, Poh Kong has been listed in Bursa Malaysia, yet they owned a manufacturing plant in Shah Alam KL (PohKong, n.d.). Nowadays, Poh Kong was the leader of jewelry industry because of its tremendous growth and their core business philosophies, which are Quality, Value, Trust, and Choice. Furthermore, in targeting different customers range, they had several in house brands such as Anggun, Tranz, Happy Love, and The Art of Auspicious. Besides, Poh Kong was the licensee for Disney Collection and sole distributor for famous brand such as Luca Carati, Schoeffel, Hemera Diamond and Angel Diamond (Gal, 2016).

In 2011, Poh Kong reached its 100th outlet in Peninsula Malaysia. Poh Kong reaffirmed by RAM Ratings Services Berhad as largest jewellery retail chain store in Malaysia in 2014. Other than that, it also awarded the Malaysia’s Top 10 Retailers in the Asia, Putra Brand Award and Creative ASEAN Jewellery Design Award (Cleffairy, 2015). Besides, Poh Kong truly understands their business is strongly reliance on brand name and brand reputation, therefore, Corporate Social Responsibility also a main concern of Poh Kong. For instance, national cancer survivals day, charity golf, water vending machine, Malaysia AEON Foundation (MAF) fund raising and etc. are parts of the CSR from Poh Kong (TheStar, 2013).

2011年，Poh Kong在馬來西亞半島開設(shè)了第100家分店。Poh Kong于2014年被RAM Ratings Services Berhad重申為馬來西亞最大的珠寶零售連鎖店。除此之外，它還授予了馬來西亞亞洲十大零售商、Putra品牌獎(jiǎng)和創(chuàng)意東盟珠寶設(shè)計(jì)獎(jiǎng)。此外，Poh Kong深知他們的業(yè)務(wù)是非常依賴品牌名稱和品牌聲譽(yù)的，因此，企業(yè)社會責(zé)任也是Poh Kong的主要關(guān)注點(diǎn)。例如，全國癌癥生存日、慈善高爾夫、自動售貨機(jī)、馬來西亞AEON基金會籌款等都是Poh Kong的CSR的一部分。

According to annual report of year 2015, we observed that Poh Kong has a big drop in earnings before tax since year 2012, but it has successfully recover after year 2014. Besides, the executive chairman and group managing director, Datuk Choon Yee Seiong has claimed that year 2016 is challenging for gold jewelry industry due to the fluctuation of dropping of global gold price (Toh, 2016) and reduced demand for jewellery and gold related investment products (Poh Kong, 2016).

根據(jù)2015年年報(bào)，我們觀察到Poh Kong自2012年以來稅前收益大幅下降，但在2014年后成功恢復(fù)。此外，執(zhí)行主席兼集團(tuán)董事總經(jīng)理拿督卓業(yè)誠聲稱，由于全球金價(jià)下跌的波動和對珠寶和黃金相關(guān)投資產(chǎn)品的需求減少，2016年對黃金珠寶行業(yè)來說是一個(gè)挑戰(zhàn)。

In this research paper, we are aiming to have more understanding on how a company could deal with the challenge faced by using strategic management, how strategic management could actually help to analyze issues more comprehensively and conducting various analyses and formulation of strategic plans.

在這項(xiàng)research paper中，我們旨在更多地了解公司如何應(yīng)對戰(zhàn)略管理所面臨的挑戰(zhàn)，戰(zhàn)略管理如何幫助更全面地分析問題，并進(jìn)行各種分析和制定戰(zhàn)略計(jì)劃。

2.0 SWOT Analysis SWOT分析

2.1 (S)trengths 優(yōu)勢

Poh Kong Holdings Berhad was the largest of gold jewelleries retailer in Malaysia. As market leader, Poh Kong has a strong reputation, market position and advantage in expanding their business as stated in annual report, Poh Kong has total of 106 outlets across 9 states in year 2014 (PohKong, n.d.). Poh Kong’s outlet showroom are much higher than its competitor, for instance, Tomei (52 retail outlets), Wah Chan (42 outlets), and Habib (more than 30 outlets).

Poh Kong Holdings Berhad是馬來西亞最大的黃金珠寶零售商。作為市場領(lǐng)導(dǎo)者，Poh Kong在擴(kuò)大業(yè)務(wù)方面擁有強(qiáng)大的聲譽(yù)、市場地位和優(yōu)勢，如年度報(bào)告所述，Poh Kong在2014年在9個(gè)州共有106家門店（PohKong，n.d.）。Poh Kong的門店展廳遠(yuǎn)高于其競爭對手，如Tomei（52家零售店）、Wah Chan（42家門店）和Habib（30多家門店）。

Partnership with Moraglione, a well-known jewellery brand from Italy has increased Poh Kong’s product variety and jewellery types. Besides, they able to compete with other international brands and has the opportunity to expand its business to abroad (Najumudeen, 2012).

與意大利知名珠寶品牌Moraglione的合作增加了Poh Kong的產(chǎn)品種類和珠寶類型。此外，他們能夠與其他國際品牌競爭，并有機(jī)會將業(yè)務(wù)擴(kuò)展到國外。

Furthermore, Poh Kong has a strong financial position. Poh Kong group revenue and pre-tax profit in year 2015 are higher than 2014 while margins have been improved by cost control initiatives (Poh Kong, 2015). They have the flexibility in financial and lower interest rate and liquidity risk as result from fail to loan repayment. Large cash reserves make them have advantage in long term investments.

此外，蒲崗的財(cái)政狀況良好。Poh Kong集團(tuán)2015年的收入和稅前利潤高于2014年，同時(shí)通過成本控制舉措提高了利潤率。它們在財(cái)務(wù)上具有靈活性，并且由于無法償還貸款而降低了利率和流動性風(fēng)險(xiǎn)。龐大的現(xiàn)金儲備使它們在長期投資中具有優(yōu)勢。

2.2 (W)eaknesses 劣勢

Poh Kong only covers Malaysia regions, they didn’t export their products as a way to expand their business (Bernama, 2013). Besides, all of the 106 outlets are located at 10 states from peninsular Malaysia. Consumers from East Malaysia unable to purchase any jewellery from Poh Kong due to there’s yet to be any outlets in Sabah and Sarawak, expansion of Poh Kong outlets in East Malaysia was planned and estimated to be happen in 2017. Poh Kong are selling their products through online platform like Lazada and 11Street however they will be a limited selection for consumer from East Malaysia (Poh Kong, 2017).

Poh Kong只覆蓋馬來西亞地區(qū)，他們沒有將出口產(chǎn)品作為擴(kuò)大業(yè)務(wù)的一種方式。此外，所有106家分店都位于馬來西亞半島的10個(gè)州。由于沙巴和砂拉越尚未開設(shè)分店，來自東馬來西亞的消費(fèi)者無法從Poh Kong購買任何珠寶，計(jì)劃并預(yù)計(jì)將于2017年擴(kuò)大Poh Kong在東馬來西亞的分店。Poh Kong正在通過Lazada和11Street等在線平臺銷售他們的產(chǎn)品，但對于來自東馬來西亞的消費(fèi)者來說，這些產(chǎn)品將是有限的選擇。

Low customer satisfaction is one of the weaknesses. Poh Kong has differentiated their outlet into Diamond & Gold outlets and retail concept stores, for instance, Diamond Boutique, Gold Boutique, Jade Gallery and Oro Bianco. These stores are used to meet the needs of different targets markets (PressReader, 2016). However, it was a challenge and tough for Poh Kong to maintain each branch in similar environment and caused low customer satisfaction. Besides, internal competition was caused by the reason of selling similar products in the market.

客戶滿意度低是缺點(diǎn)之一。Poh Kong將其門店區(qū)分為鉆石與黃金門店和零售概念店，例如鉆石精品店、黃金精品店、翡翠畫廊和Oro Bianco。這些商店用于滿足不同目標(biāo)市場的需求。然而，對于Poh Kong來說，在類似的環(huán)境中維持每個(gè)分支機(jī)構(gòu)是一個(gè)挑戰(zhàn)和困難，并導(dǎo)致客戶滿意度低。此外，內(nèi)部競爭是由于在市場上銷售類似產(chǎn)品的原因造成的。

2.3 (O)pportunity 風(fēng)險(xiǎn)

Malaysia enjoying a zero duty for exporting jewellery product under China-ASEAN Free Trade Agreement (CAFTA), in addition, China currently glittering demand of jewellery market and import permit has been carried out for foreign importers who wish to import jewellery products into China (Miti, n.d.). Hence, it becomes the opportunity for Poh Kong to expand its business to China market.

馬來西亞根據(jù)中國-東盟自由貿(mào)易協(xié)定對出口珠寶產(chǎn)品享有零關(guān)稅，加上中國目前對珠寶市場的巨大需求，以及對希望將珠寶產(chǎn)品進(jìn)口到中國的外國進(jìn)口商實(shí)施了進(jìn)口許可。因此，這成為Poh Kong將業(yè)務(wù)擴(kuò)展到中國市場的機(jī)會。

Poh Kong can grow demand of gold bar in market. Due to poor economy and fluctuation on Malaysia Ringgit, investment in gold is better than invest in stocks. According to Nwazor (2016), gold is a safe investment. Besides, investment in gold can remain constant for few years as judged from history. Due to its recognized value by worldwide, gold was used as the world reserve currency until recently (Smith, n.d).

Poh Kong可以增加市場對金條的需求。由于經(jīng)濟(jì)不景氣和馬來西亞林吉特的波動，投資黃金勝過投資股票。Nwazor認(rèn)為，黃金是一種安全的投資。此外，根據(jù)歷史判斷，黃金投資可以在幾年內(nèi)保持不變。由于其被世界公認(rèn)的價(jià)值，黃金直到最近才被用作世界儲備貨幣。

Fluctuation of gold price not guaranteed increase sales of jewellers, however it could benefits company in terms of cost of production. Gold price in 2013 was at a historical high of US$1900 an ounce, dropped to US$1150 per ounce in 2014, increased to US$1364 per ounce in July 2016 and slightly dropped to US$1234 per ounce in early March 2017. It has utilized the cost saving and used it for marketing purposes to boost sales (VnBusinessreg, n.d.).

金價(jià)的波動并不能保證珠寶商的銷售額會增加，但從生產(chǎn)成本的角度來看，這可能對公司有利。2013年金價(jià)處于每盎司1900美元的歷史高點(diǎn)，2014年降至每盎司1150美元，2016年7月升至每盎司1364美元，2017年3月初小幅降至每盎司1234美元。它利用節(jié)省的成本并將其用于營銷目的以提高銷售額。

2.4 (T)hreat 威脅

Competition is one of the threats for Poh Kong. As results, consumer can choose for other alternatives from different jewellers since Poh Kong is not the only player (Euromonitor, 2015). Mainly jewellery products are differentiated based on their design. If Poh Kong offers less variety of design, consumer will choose their preferred design from their competitor. Besides, mostly jewellery outlets operates near to competitors, under those circumstances, consumer will compare price and design easily.

競爭是蒲崗面臨的威脅之一。因此，消費(fèi)者可以從不同的珠寶商那里選擇其他替代品，因?yàn)镻oh Kong并不是唯一的參與者。主要是珠寶產(chǎn)品根據(jù)其設(shè)計(jì)進(jìn)行區(qū)分。如果Poh Kong提供的設(shè)計(jì)種類較少，消費(fèi)者將從競爭對手那里選擇他們喜歡的設(shè)計(jì)。此外，大多數(shù)珠寶店都在競爭對手附近運(yùn)營，在這種情況下，消費(fèi)者會很容易地比較價(jià)格和設(shè)計(jì)。

Slowdown of economy will cause a reduction on consumer’s spending (Fmt, 2015). Obviously, the poor economic condition had caused increase of price of electricity and other costs which could affect Poh Kong to increase their price of goods. The growing in price of jewellery and gold from time to time has caused a drop in demand for jewellery. Moreover, jewellery is luxury goods, people will only consider to purchase jewellery when there is surplus after consume on daily necessities.

經(jīng)濟(jì)放緩將導(dǎo)致消費(fèi)者支出減少。顯然，惡劣的經(jīng)濟(jì)狀況導(dǎo)致了電價(jià)和其他成本的上漲，這可能會影響Poh Kong提高商品價(jià)格。珠寶和黃金價(jià)格不時(shí)上漲，導(dǎo)致珠寶需求下降。此外，珠寶是奢侈品，人們只有在日常生活用品消費(fèi)后有剩余時(shí)才會考慮購買珠寶。

Goods and Service Tax (GST) in Malaysia. A study by Nielsen, a global information and measurement company had proved that four in five Malaysian consumers are cutting back on shopping expenditure to increase household savings after the adoption of GST. It has affected Malaysian spending behaviour (Ida, 2015).

馬來西亞的商品及服務(wù)稅。全球信息和測量公司尼爾森的一項(xiàng)研究證明，在采用商品及服務(wù)稅后，五分之四的馬來西亞消費(fèi)者正在削減購物支出，以增加家庭儲蓄。它影響了馬來西亞的消費(fèi)行為。

3.0 Industry Analysis – Porter five forces 行業(yè)分析——波特五力

3.1 Threat of New Entrants 新進(jìn)入者的威脅

Threat of new entrants for jewelry industry is low. 新進(jìn)入者對珠寶行業(yè)的威脅很低。

There is low in threat of new entrants for jewelry industry due to it requires high capital start up (Din, 2015). A company must spend high figure in money in order to compete in the market and high capital requirements positively affect the Jewelry industry because it will lead to an increase in profits for the entity. According to Bhobe (2014) several of the existing firms have contracts with well-known jewelry distributing companies. New entrants may face difficulty to contract with these companies due to lack of financial status. Brand recognition also is an important competitive advantage and requires high investment costs and time in order to build strong brand name (WikiWealth, 2014). Therefore, new entrants that without a reputable name which may cause doubt from a diamond distributing company therefore no contract will be created. In addition, existing firms has experience economies of scale from large investments in research and development or brand advertising. As result, the entry into the market is getting increasingly difficult due to the growth of companies already established in the industry.

Research Paper認(rèn)為珠寶行業(yè)新進(jìn)入者的威脅很低，因?yàn)樗枰哔Y本啟動。一家公司必須花費(fèi)高金額才能在市場上競爭，而高資本要求會對珠寶行業(yè)產(chǎn)生積極影響，因?yàn)檫@會增加實(shí)體的利潤。根據(jù)Bhobe的說法，現(xiàn)有的幾家公司與知名珠寶分銷公司簽訂了合同。由于缺乏財(cái)務(wù)狀況，新進(jìn)入者可能難以與這些公司簽訂合同。品牌知名度也是一個(gè)重要的競爭優(yōu)勢，需要高昂的投資成本和時(shí)間才能打造強(qiáng)大的品牌。因此，新進(jìn)入者如果沒有一個(gè)聲譽(yù)良好的名字，可能會引起鉆石分銷公司的懷疑，因此不會創(chuàng)建任何合同。此外，現(xiàn)有公司在研發(fā)或品牌廣告方面的大規(guī)模投資也帶來了規(guī)模經(jīng)濟(jì)。因此，由于該行業(yè)已有公司的增長，進(jìn)入市場變得越來越困難。

3.2 Threat of Substitute Products 替代產(chǎn)品的威脅

The threat of substitution is high in jewelry industry.珠寶行業(yè)的替代威脅很大。

It based on the relative price and performance of the competitor’s products and on customers’ willingness to consider the substitutes. They could potentially attract a significant proportion of market volume and reduce the potential sales volume for existing players. This category also relates to complementary products. For example, Poh Kong facing competition from substitute’s jewelry which made of silver, platinum, diamonds and pearls. Costume or imitation jewelry also provided consumers with an alternative to look good but at a cheaper cost. Safiyuddin (2015) indicates that the price elasticity is affected by substitute products. When high substitutes available it causes the demand become more elastic since consumers have more alternative selection. Thus, a close substitute product constrains the ability of firms in the industry to increase  prices.

它基于競爭對手產(chǎn)品的相對價(jià)格和性能，以及客戶考慮替代品的意愿。它們可能會吸引很大一部分市場份額，并降低現(xiàn)有玩家的潛在銷量。這一類別還涉及補(bǔ)充產(chǎn)品。例如，Poh Kong面臨著來自替代品珠寶的競爭，這些珠寶由銀、鉑、鉆石和珍珠制成。服裝或仿真珠寶也為消費(fèi)者提供了一種看起來不錯(cuò)但成本更低的選擇。Safiyuddin指出，價(jià)格彈性受到替代產(chǎn)品的影響。當(dāng)高替代品可用時(shí)，由于消費(fèi)者有更多的替代選擇，需求變得更有彈性。因此，緊密的替代產(chǎn)品限制了該行業(yè)企業(yè)提高價(jià)格的能力。

3.3 Bargaining Power of Suppliers 供應(yīng)商的議價(jià)能力

Bargaining power of suppliers for jewelry industry is moderate.珠寶行業(yè)供應(yīng)商的議價(jià)能力適中。

According to Durant (2014) indicates that there is low bargaining power of suppliers when they are reliant on high volumes because of producer can threaten to cut volumes and affect the profits of the supplier. Besides, there are many gold jewelry suppliers in Malaysia such as Tomei Group, Niche Capital Emas Holding, DeGem or Habib Jewels (Mehta, 2016). Therefore, the switching cost to other supplier will be lower. On the other hand, for certain high quality diamonds and some precious gems are rare sources thus is little surplus of the capacity which allows for prices relatively high. Since these precious gems and diamond can bring great value to the firms, therefore the power of supplier will be slightly increased (Thompson, 2008).

根據(jù)Durant的研究，當(dāng)供應(yīng)商依賴高產(chǎn)量時(shí)，他們的議價(jià)能力很低，因?yàn)樯a(chǎn)商可能威脅要削減產(chǎn)量并影響供應(yīng)商的利潤。此外，馬來西亞還有許多黃金珠寶供應(yīng)商，如Tomei Group、Niche Capital Emas Holding、DeGem或Habib Jewels。因此，轉(zhuǎn)換到其他供應(yīng)商的成本將更低。另一方面，對于某些高質(zhì)量的鉆石和一些珍貴的寶石來說，它們是稀有的來源，因此幾乎沒有過剩的產(chǎn)能，這使得價(jià)格相對較高。由于這些珍貴的寶石和鉆石可以為企業(yè)帶來巨大的價(jià)值，因此供應(yīng)商的力量將略有增加。

3.4 Bargaining Power of Buyers 購買者的議價(jià)能力

The bargaining power of buyers in this industry is high.這個(gè)行業(yè)的買家議價(jià)能力很高。

In this industry, buyers have high bargaining power because there are many competing and viable sources to purchase jewelry from. According to Safiyuddin (2014), there are 3000 local gold jewelry retail outlets in Malaysia. Thus, customers bargaining power increased since there is a lot of selection of the jewelry stores. In Malaysia, the number of internet user is increasing from year to year and customer can easily get the product information from the internet. Due to the high information availability, customer can make comparison on the design and services between the jewelry stores. In addition, customers are free to shift to any other jeweler and the switching costs for customer are low.

在這個(gè)行業(yè)，買家有很高的議價(jià)能力，因?yàn)橛性S多競爭性和可行的來源可以購買珠寶。根據(jù)Safiyuddin的數(shù)據(jù)，馬來西亞當(dāng)?shù)赜?000家黃金珠寶零售店。所以，由于有很多珠寶店可供選擇，顧客的議價(jià)能力增加了。在馬來西亞，互聯(lián)網(wǎng)用戶的數(shù)量逐年增加，客戶可以很容易地從互聯(lián)網(wǎng)上獲得產(chǎn)品信息。由于信息的可用性很高，客戶可以對珠寶店的設(shè)計(jì)和服務(wù)進(jìn)行比較。此外，客戶可以自由地轉(zhuǎn)向任何其他珠寶商，而且客戶的轉(zhuǎn)換成本很低。

3.5 Rivalry among Present Competitors 現(xiàn)有競爭對手之間的競爭

The rivalry among competing sellers in this industry is high.這個(gè)行業(yè)中相互競爭的賣家之間的競爭非常激烈。

There are large numbers of jewelry stores that are currently operating in Malaysia including local and foreign jewelry store (Din, 2015). They are competing to attract the same number of resources and customer. They also compete to boost their brand recognition and improve their quality of services in order to gain market shares. Poh Kong and other jewelry store like Habib Jewel struggle for market leadership. Moreover, jewelry industry companies are considered mass merchandisers or limited line jewelers generally compete on the basis of price. The companies have created a stagnant industry that now competes by taking market share away from the other players yet creates price wars among most of the firms in the industry. Besides, the major players such as Habib, Degem and other competitors are trying to lobby for competitive advantage in these areas.

馬來西亞目前有大量珠寶店在運(yùn)營，包括當(dāng)?shù)睾屯鈬閷毜?。他們正在競爭吸引相同?shù)量的資源和客戶。他們還競爭提高品牌知名度和提高服務(wù)質(zhì)量，以獲得市場份額。Poh Kong和Habib Jewel等珠寶店為爭奪市場領(lǐng)導(dǎo)地位而斗爭。此外，珠寶行業(yè)的公司被視為量販或限量珠寶商，通常根據(jù)價(jià)格進(jìn)行競爭。這些公司創(chuàng)造了一個(gè)停滯不前的行業(yè)，現(xiàn)在通過從其他參與者手中奪走市場份額來競爭，但卻在行業(yè)中的大多數(shù)公司之間制造了價(jià)格戰(zhàn)。此外，主要參與者，如哈比卜、德格姆和其他競爭對手，正試圖游說在這些領(lǐng)域獲得競爭優(yōu)勢。

3.6 Conclusion based on the Porter’s Five Forces 基于波特五力的結(jié)論

Based on the industry analysis, this jewelry industry is quite attractive because the large economies of scale make it very hard for new entrants to compete in this industry. The more assets the firm has, the greater the firm ability to take advantage of economies of scale. Besides, the threat of substitutes is reducing because gold has inherent investment value which is further reinforced by industry buy-back policy (Bharl, 2016). In other words, gold jewelry retail outlets would purchase old jewelry at prevailing gold prices and provides an avenue for consumers to upgrade or change their existing jewelry sets. This is one of the ways to increase sales volume and also build up customer loyalty.

本篇research paper根據(jù)行業(yè)分析，這個(gè)珠寶行業(yè)非常有吸引力，因?yàn)榫薮蟮囊?guī)模經(jīng)濟(jì)使新進(jìn)入者很難在這個(gè)行業(yè)競爭。企業(yè)擁有的資產(chǎn)越多，企業(yè)利用規(guī)模經(jīng)濟(jì)的能力就越強(qiáng)。此外，替代品的威脅正在減少，因?yàn)辄S金具有固有的投資價(jià)值，而行業(yè)回購政策進(jìn)一步強(qiáng)化了這一價(jià)值。換言之，黃金珠寶零售店將以現(xiàn)行黃金價(jià)格購買舊珠寶，并為消費(fèi)者升級或更換現(xiàn)有珠寶提供途徑。這是增加銷售量和建立客戶忠誠度的方法之一。

4.0 Competitive Analysis 競爭分析

The size of circle for each competitor is based on the annual revenue in 2015 as Tomei’s annual report will only announce on April every year. The revenue for Pandora is RM 16.7 billion (Annual Report, n.d.); Poh Kong is RM 0.8 billion (Poh Kong, 2015-); Tomei and Wah Chan and almost the same revenue which is RM 0.5 billion (Annual Report, n.d.); and Sk Jewelry is RM 0.1 billion (Sookee, n.d.).

每個(gè)競爭對手的圓圈大小是基于2015年的年度收入，因?yàn)楦幻赖哪甓葓?bào)告只會在每年4月公布。Pandora的收入為167億令吉（未注明日期的年度報(bào)告）；蒲崗為8億令吉；Tomei和Wah Chan的收入幾乎相同，為RM 5億（年度報(bào)告，未注明日期）；Sk Jewelry為1億令吉。

There are a lot of competitors have been entered and also established in the jewelry industry. Although there are a lot competitors in the jewelry marketplace but they are offering different design of the product with different brand and price. Besides, they also were using different promotion strategies to promote their product in order to boost their sales. From the group mapping, we can know that Poh Kong is the one who offered the wide product line breath as compare to other competitors such as Pandora, Tomei, Wah Chan, and Sk Jewelry. Besides from offering yellow gold and silver jewelry, Poh Kong also has offered pearl, jade and diamond jewelry to customer.

本篇research paper提出有很多競爭對手已經(jīng)進(jìn)入并在珠寶行業(yè)站穩(wěn)腳跟。盡管珠寶市場上有很多競爭對手，但他們以不同的品牌和價(jià)格提供不同的產(chǎn)品設(shè)計(jì)。此外，他們還使用不同的促銷策略來推廣他們的產(chǎn)品，以提高銷售額。從集團(tuán)映射中可以看出，與Pandora、Tomei、Wah Chan和Sk Jewelry等其他競爭對手相比，Poh Kong是提供廣泛產(chǎn)品線氣息的公司。除了提供黃金和白銀首飾外，Poh Kong還為客戶提供珍珠、玉石和鉆石首飾。

In order to meet the customer needs and requirements, Poh Kong has their own manufacturer in Shah Alam, so they able to manufacture and design the jewelries that customer preferred and requested (Poh Kong, n.d.). Therefore, by satisfying the customers need and want, Poh Kong able to compete with other competitors and survive in the marketplace.

為了滿足客戶的需求和要求，Poh Kong在Shah Alam有自己的制造商，因此他們能夠制造和設(shè)計(jì)客戶喜歡和要求的珠寶。因此，通過滿足客戶的需要和愿望，Poh Kong能夠與其他競爭對手競爭并在市場上生存。

Moreover, as we know that gold bar and gold coin is an investment product in long term. Poh Kong not only offered and provided a gold bar and gold coin but they also offered wide range of gold jewelry with different design such as Tranz, Anggun, Auspicious, Bombay Collection, Disney, and Happy Love (Poh Kong, n.d.). Other competitors just offered few design of gold jewelries as compare to Poh Kong. Thus, the variety products that offered by Poh Kong is able to serve for more customer types and able to attract more customer to buy. It will increase the sale and profit of the company in short term.

此外，正如我們所知，金條和金幣是一種長期投資產(chǎn)品。Poh Kong不僅提供了金條和金幣，而且還提供了各種不同設(shè)計(jì)的黃金珠寶，如Tranz、Anggun、Aussipire、Bombay Collection、Disney和Happy Love。其他競爭對手提供的黃金珠寶設(shè)計(jì)與Poh Kong相比很少。因此，Poh Kong提供的各種產(chǎn)品能夠服務(wù)于更多的客戶類型，并能夠吸引更多的客戶購買。這將在短期內(nèi)增加公司的銷售額和利潤。

4.1 Price 價(jià)格

Based on the strategy group mapping, it shown that the price of diamond ring that offered by Poh Kong is slightly higher than Wah Chan but lower than Sk Jewelry. The reason that we compare to the price of the diamond ring is because different jewelry retailers may offer different price for the carat of the diamond ring.

基于策略組映射，Poh Kong提供的鉆戒價(jià)格略高于Wah Chan，但低于Sk Jewelry。我們之所以將鉆戒的價(jià)格進(jìn)行比較，是因?yàn)椴煌闹閷毩闶凵炭赡軙殂@戒的克拉數(shù)提供不同的價(jià)格。

The strategy group mapping has shown that the price of the diamond ring from Sk Jewelry is slightly higher than Poh Kong and it cost RM 4888 for 0.15 carat of the diamond ring (Sk Jewelry, n.d.). Wah Chan has offered 0.25 carat of diamond ring and it cost RM 3888, it is slightly cheaper than Poh Kong (Wah Chan, n.d.).

策略組映射顯示，Sk Jewelry的鉆戒價(jià)格略高于Poh Kong，0.15克拉的鉆戒售價(jià)為4888令吉。Wah Chan提供了0.25克拉的鉆環(huán)，售價(jià)為3888令吉，略低于Poh Kong。

For competitor Tomei, the overall product price that offered by Tomei is lower than Poh Kong, Sk Jewelry and Wah Chan. While for another competitor Pandora, the price of the product that they offered is the lowest among the four jewelry retailers (Pandora, n.d.).

對于競爭對手富美來說，富美提供的整體產(chǎn)品價(jià)格低于Poh Kong、Sk Jewelry和Wah Chan。而對于另一個(gè)競爭對手潘多拉，他們提供的產(chǎn)品價(jià)格是四家珠寶零售商中最低的。

From the group mapping, the product price of the Poh Kong is consider high as compare to other jewelry industry. However, Poh Kong has provided the good quality and variety of design and option in order to meet more customer types. Besides, for quality assurance, Poh Kongensures that stringent measures are constantly undertaken without compromising design excellence. Poh Kong jewelry has been created with superior quality and meticulous craftsmanship. Thus, the customer market share will increase and result in sale and profit of the company increase as well.

從集團(tuán)映射來看，與其他珠寶行業(yè)相比，Poh Kong的產(chǎn)品價(jià)格被認(rèn)為很高。然而，Poh Kong提供了良好的質(zhì)量和多樣的設(shè)計(jì)和選擇，以滿足更多的客戶類型。此外，為了保證質(zhì)量，Poh Kong確保在不影響卓越設(shè)計(jì)的情況下不斷采取嚴(yán)格措施。Poh Kong珠寶以卓越的品質(zhì)和細(xì)致的工藝打造而成。因此，客戶市場份額將增加，公司的銷售額和利潤也將增加。

4.2 Competitive position and performance 競爭地位和業(yè)績

Today, Poh Kong has own manufacturing facility which located in Shah Alam and has reached 100th outlet thus Poh Kong has earned it position as Malaysia’s fastest growing and largest jewelry retail chain store (Poh Kong, 2016.). This indicates that Poh Kong has the capacity to increase their profit and open more outlets to attract more customers to purchase their product. It is very convenience for customer to visit and purchase the jewelry in their retail outlets. Therefore, Poh Kong able to gain competitive advantage and position in Malaysia as compare to other competitors.

如今，Poh Kong在Shah Alam擁有自己的制造工廠，并已達(dá)到第100家分店，因此Poh Kongs贏得了馬來西亞增長最快、最大的珠寶零售連鎖店的地位。本篇research paper認(rèn)為這表明，Poh Hong有能力增加利潤，開設(shè)更多的分店，吸引更多的客戶購買他們的產(chǎn)品。這對客戶在零售店參觀和購買珠寶非常方便。因此，與其他競爭對手相比，Poh Kong能夠在馬來西亞獲得競爭優(yōu)勢和地位。

Moreover, Poh Kong was listed in The Malaysia Book of Records as the Largest Jewellery Retail Chain in 1998.The Ministry of Domestic Trade & Consumer Affairs has awarded several Poh Kong subsidiaries the Fair Prize Shop Awards from 2007 till 2010 in the Jewellery Category in recognition of the Company’s good business ethics, quality goods and excellent after sales service (Poh Kong, n.d.).

此外，Poh Kong于1998年被《馬來西亞記錄》列為最大的珠寶零售連鎖店。2007年至2010年，國內(nèi)貿(mào)易和消費(fèi)者事務(wù)部在珠寶類別中授予Poh Kong的多個(gè)子公司公平獎(jiǎng)商店獎(jiǎng)，以表彰該公司良好的商業(yè)道德、優(yōu)質(zhì)的商品和卓越的售后服務(wù)。

In addition, Poh Kong has been ranked 9th position and 10th position in Malaysia, and it listed in 2004 and 2006 Retail Asia-Pacific Top 50 respectively. Poh Kong has continued to be listed in 2009 and 2010 Retail Asia-Pacific Top 500. Besides, Poh Kong has been listed as Malaysia Top 1000 in 2011 and it also awarded as Malaysia top 10 in 2014. For 2016 Retail Asia-Pacific Top 500, Poh Kong was listed and has been ranked 8th position among Malaysia’s Top 10 retailers. The award is given out annually to the top performing companies and leaders in various industries as the recognition of their contribution to the country (Poh Kong, n.d.).

此外，research paper指出Poh Kong在馬來西亞排名第9位和第10位，并分別進(jìn)入2004年和2006年亞太零售業(yè)50強(qiáng)。Poh Kong繼續(xù)入選2009年和2010年亞太零售業(yè)500強(qiáng)。此外，Poh Kong在2011年被列為馬來西亞前1000名，在2014年也被評為馬來西亞前10名。在2016年亞太零售業(yè)500強(qiáng)中，Poh Kong上榜，在馬來西亞十大零售商中排名第八。該獎(jiǎng)項(xiàng)每年頒發(fā)給各行業(yè)表現(xiàn)最好的公司和領(lǐng)導(dǎo)者，以表彰他們對國家的貢獻(xiàn)。

Based on these awards, we can know that Poh Kong has a good performance in managing the company operation as compare to other competitors. Therefore, Poh Kong has the capacity to become top 10 in Malaysia. It indicates that Poh Kong is a well-known brand of jewelry in Malaysia.

根據(jù)這些獎(jiǎng)項(xiàng)，我們可以知道，與其他競爭對手相比，Poh Kong在管理公司運(yùn)營方面有著良好的表現(xiàn)。因此，蒲崗有能力躋身馬來西亞前十。這表明Poh Kong是馬來西亞著名的珠寶品牌。

Furthermore, Poh Kong endeavors to carry out an action in a sustainable manner and promote responsible practices among its shareholders, suppliers and customers in the marketplace. Poh Kong has owned over 100 outlets provides convenience and accessibility to customers, offering wide range of quality products for customers’ choices. Poh Kong has provided recycled bag as a gift to the customer to carry their product after made purchase (Poh Kong, n.d.). The group supports “nickel safe” jewelry products for the protection of consumers’ health and safety. Therefore, Poh Kong able to reduce the cost in producing packaging items for their products.

此外，Poh Kong努力以可持續(xù)的方式開展行動，并在市場上的股東、供應(yīng)商和客戶中推廣負(fù)責(zé)任的做法。Poh Kong擁有100多家門店，為客戶提供便利和便利，提供各種優(yōu)質(zhì)產(chǎn)品供客戶選擇。Poh Kong提供回收袋作為禮物，讓客戶在購買后攜帶產(chǎn)品。該集團(tuán)支持“鎳安全”珠寶產(chǎn)品，以保護(hù)消費(fèi)者的健康和安全。因此，Poh Kong能夠降低生產(chǎn)包裝產(chǎn)品的成本。

5.0 Strategy Formulation 戰(zhàn)略制定

Strength-opportunities (SO) strategies use a company’s internal strengths to take advantage of external opportunities. The first SO strategy is the largest number of retail shops take advantage on the increasing of demand in the market. Poh Kong has the opportunity to capture most of the market shares since it acts as the largest gold jewelry retailer in Malaysia. It can be explained by Poh Kong uses its advantage of large number of retail outlets and well established brand to target wisely in Malaysia. The next SO strategy is the partnership with Moraglione enables Poh Kong to compete with the global brands, by enjoying the zero tax and taking advantage on the brand name of Moraglione. It also provides an opportunity for Poh Kong to expand its business to abroad. Besides, due to the world-renowned international brand of Moraglione, the cost saving from zero tax and advertisement spending can be utilized for future R&D.

優(yōu)勢-機(jī)會策略利用公司的內(nèi)部優(yōu)勢來利用外部機(jī)會。第一種SO策略是最大數(shù)量的零售店利用市場需求的增長。Poh Kong是馬來西亞最大的黃金珠寶零售商，因此有機(jī)會獲得大部分市場份額。這可以解釋為Poh Kong利用其擁有大量零售網(wǎng)點(diǎn)和知名品牌的優(yōu)勢，明智地瞄準(zhǔn)了馬來西亞。下一個(gè)SO戰(zhàn)略是與Moraglione的合作，使Poh Kong能夠通過享受零稅和利用Moraglione的品牌名稱與全球品牌競爭。這也為香港拓展海外業(yè)務(wù)提供了機(jī)會。此外，由于擁有世界知名的國際品牌Moraglione，零稅和廣告支出節(jié)省的成本可用于未來的研發(fā)。

Weaknesses-opportunities (WO) strategies improve internal weaknesses by taking advantage of external opportunities. First of the WO strategy is the zero duty for exporting jewelry product can enlarge the target market of Poh Kong, which only target in Malaysia currently. It can exports the jewelries to other countries and enjoys the tax advantage directly. Besides, it also can expand their business opportunities to abroad, test the market before it conducts a direct investment at there, and yet increase its profitability. The second WO strategy is the increase demand in the market able to resolve the problem of internal competition. According to research, customers’ demands are increased and their wants are difficult to be fulfilled. Customers always expect special and differentiate gold jewelries, hence the various brands of Poh Kong able to satisfy their needs and wants.

弱點(diǎn)-機(jī)會策略通過利用外部機(jī)會來改善內(nèi)部弱點(diǎn)。首先，WO的戰(zhàn)略是零關(guān)稅出口珠寶產(chǎn)品可以擴(kuò)大Poh Kong的目標(biāo)市場，目前Poh Kong的目標(biāo)市場僅限于馬來西亞。它可以將珠寶出口到其他國家，并直接享受稅收優(yōu)惠。此外，它還可以將他們的商業(yè)機(jī)會擴(kuò)大到國外，在進(jìn)行直接投資之前測試市場，同時(shí)提高盈利能力。WO的第二個(gè)策略是增加市場需求，以解決內(nèi)部競爭問題。根據(jù)研究，客戶的需求增加，他們的需求很難得到滿足。顧客總是期待特別和與眾不同的黃金珠寶，因此Poh Kong的各種品牌能夠滿足他們的需求。

Strength-threats (ST) strategies use a company’s strengths to avoid or reduce the impact of external threats. First ST strategy is Poh Kong should uses remain strategy to deal with the high competition in local market. Since it has become the largest jewelry retailers in Malaysia, it will not affect its market leader position in the industry even it remains its business strategy, indeed, it also can avoid from the wasting of capitals in expanding the business. The next ST strategy is company bears the GST by itself. Due to the strong financial position and cash flows, it able to bear the extra charges by maintaining the selling price of gold jewelries. Thus, it can delight and satisfy the customers directly.

優(yōu)勢威脅策略利用公司的力量來避免或減少外部威脅的影響。第一個(gè)ST策略是Poh Kong應(yīng)該使用保留策略來應(yīng)對當(dāng)?shù)厥袌龅母叨雀偁帯＜热凰呀?jīng)成為馬來西亞最大的珠寶零售商，即使它仍然是它的商業(yè)戰(zhàn)略，也不會影響它在行業(yè)中的市場領(lǐng)導(dǎo)者地位，事實(shí)上，它也可以避免在擴(kuò)大業(yè)務(wù)時(shí)浪費(fèi)資金。下一個(gè)ST策略是公司自行承擔(dān)GST。由于其強(qiáng)大的財(cái)務(wù)狀況和現(xiàn)金流，它能夠通過維持黃金珠寶的售價(jià)來承擔(dān)額外的費(fèi)用。因此，它可以直接取悅和滿足客戶。

Weaknesses-threat (WT) strategies defensive tactics aimed at reducing internal weakness and avoiding external threats. The first WT strategy is Poh Kong can launch into abroad and new market in order to avoid from the internal competition and high competitive local market situation. There is less opportunities in local market for Poh Kong to expand its business, thus it should expand its business to abroad, identify new opportunities, and target new markets. The next WT strategy is the company should enhance promotion strategies to tackle the problems of low customer satisfaction, high competition in local market, and slowdown of economy. It can provide price discount, conducts advertisements, and improves customer services to customers, so the customers can be delighted and their needs and wants could be satisfied.

弱點(diǎn)威脅策略旨在減少內(nèi)部弱點(diǎn)和避免外部威脅的防御戰(zhàn)術(shù)。WT的第一個(gè)策略是Poh Kong可以向國外和新市場推出，以避免內(nèi)部競爭和當(dāng)?shù)厥袌龅母叨雀偁?。Poh Kong在本地市場拓展業(yè)務(wù)的機(jī)會較少，因此應(yīng)將業(yè)務(wù)擴(kuò)展到國外，尋找新的機(jī)會，并瞄準(zhǔn)新市場。WT的下一個(gè)戰(zhàn)略是，公司應(yīng)加強(qiáng)促銷策略，以解決客戶滿意度低、當(dāng)?shù)厥袌龈偁幖ち液徒?jīng)濟(jì)放緩的問題。它可以為客戶提供價(jià)格折扣，進(jìn)行廣告宣傳，改善客戶服務(wù)，使客戶感到高興，滿足他們的需求和愿望。

6.0 Conclusion 結(jié)論

The competitiveness of the Poh Kong Holdings Berhad is the company acts as a leader in terms of innovation in Malaysia’s jewelry industry. It was one of the first chained jewelry retailers which operating in Malaysia. Its strongly established brand provides it a great competitive advantage over the less well-established competitors, such as Tomei Consolidated Bhd.

最后Research Paper總結(jié)Poh Kong Holdings Berhad的競爭力在于，該公司在馬來西亞珠寶行業(yè)的創(chuàng)新方面處于領(lǐng)先地位。它是馬來西亞最早的連鎖珠寶零售商之一。與Tomei Consolidated Bhd等知名度較低的競爭對手相比，其強(qiáng)大的品牌為其提供了巨大的競爭優(yōu)勢。

Furthermore, Poh Kong also has strong reputation and strong market position in global market. It is because the company always involve in Corporate Social Responsibility and creates value for their company, shareholders, employees, customers, community and environment. To the employees, they will receive training and development programs to enhance their skills. Besides, the employees are encouraged to volunteer their time for the needed group while Poh Kong will donates daily essentials, foods and cash to charity home in Klang Valley.

此外，Poh Kong在全球市場上也有著強(qiáng)大的聲譽(yù)和市場地位。這是因?yàn)楣臼冀K參與企業(yè)社會責(zé)任，并為公司、股東、員工、客戶、社區(qū)和環(huán)境創(chuàng)造價(jià)值。對于員工，他們將接受培訓(xùn)和發(fā)展計(jì)劃，以提高他們的技能。此外，我們鼓勵(lì)員工自愿為所需群體貢獻(xiàn)時(shí)間，而Poh Kong將向巴生谷的慈善之家捐贈日常必需品、食品和現(xiàn)金。

Moreover, there are some expectations about the future of the Poh Kong. Nowadays, e-commerce play most important role in the business operation. In order to compete with competitors, it should also focus online trading to its potential customers by providing variety selection of products and accept customized design order from consumer.

此外，對蒲崗的未來也有一些期待。如今，電子商務(wù)在企業(yè)運(yùn)營中扮演著最重要的角色。為了與競爭對手競爭，它還應(yīng)該通過提供各種各樣的產(chǎn)品選擇，將在線交易重點(diǎn)放在潛在客戶身上，并接受消費(fèi)者的定制設(shè)計(jì)訂單。

Next, due to the global economic slowdown, Poh Kong should establish in those countries which do not adversely affect by economic slowdown, such as Indonesia. It is because Indonesia has a good fundamental economic condition amid the global economic uncertainty.

接下來，由于全球經(jīng)濟(jì)放緩，Poh Kong應(yīng)該在那些不受經(jīng)濟(jì)放緩不利影響的國家建立，例如印度尼西亞。這是因?yàn)樵谌蚪?jīng)濟(jì)不確定的情況下，印尼的基本經(jīng)濟(jì)狀況良好。

In addition, Poh Kong should adopts appropriate financial controlling tools which can assist the company in well controlling on cost and operation management, in order to minimize the financial risk. To avoid the company from carrying many liabilities, it should wisely control budget as well. Besides, it also can make a future contract with the materials suppliers. It can fix the price of the materials with suppliers for future purpose due to the unexpected economic fluctuation. Thus, even if the economic crisis happens again, the sales and profitability of the company will not be affected much, and the expected cost of financial distress can be reduced.

此外，本篇research paper提出Poh Kong應(yīng)采用適當(dāng)?shù)呢?cái)務(wù)控制工具，幫助公司做好成本控制和運(yùn)營管理，以最大限度地降低財(cái)務(wù)風(fēng)險(xiǎn)。為了避免公司承擔(dān)許多債務(wù)，它也應(yīng)該明智地控制預(yù)算。此外，它還可以與材料供應(yīng)商簽訂未來的合同。由于意外的經(jīng)濟(jì)波動，它可以與供應(yīng)商確定材料的價(jià)格，以備將來使用。因此，即使經(jīng)濟(jì)危機(jī)再次發(fā)生，公司的銷售和盈利能力也不會受到太大影響，并且可以降低財(cái)務(wù)困境的預(yù)期成本。本站提供各國各專業(yè)research paper格式范文，research paper代寫以及research paper寫作輔導(dǎo)，如有需要可咨詢本平臺。