شناسایی مولفه های راهبردی موثر بر جایگاه صنعت لوازم خانگی کوچک (مقاله علمی وزارت علوم)
درجه علمی: نشریه علمی (وزارت علوم)
آرشیو
چکیده
در این پژوهش یکی از صنایع کاربردی کشور یعنی صنعت لوازم خانگی کوچک مورد توجه قرار گرفته است. شرکت های لوازم خانگی کوچک با توجه به شرایط محیطی و قابلیت های کنونی و آینده خود باید استراتژی مناسبی را انتخاب کنند تا به بقاء و رشد این شرکت ها در عرصه رقابتی صنعت لوازم خانگی کمک نماید. بر این اساس با توجه به اهمیت و ضرورت برنامه ریزی راهبردی برای پاسخگویی به محیط، هدف از این پژوهش تدوین راهبرد برای یک شرکت در حوزه لوازم خانگی کوچک می باشد. برای تدوین راهبرد این شرکت از چارچوب جامع تدوین راهبرد استفاده شده است. این پژوهش از نظر هدف کاربردی و از نظر شیوه جمع آوری داده ها، تحلیلی- پیمایشی است. جامعه آماری این پژوهش یک شرکت بین المللی فعال در حوزه لوازم خانگی کوچک می باشد. مراحل پژوهش به این صورت بوده است که ابتدا ضمن بررسی مبانی نظری و پیشینه تحقیق ، از طریق تکنیک دلفی و مصاحبه با مدیران و کارشناسان ارشد شرکت، ابعاد چهارگانه ماتریس سوات شناسایی و تدوین گردید و در مرحله نهایی از طریق مصاحبه با مدیران ارشد و مشاوران مجموعه، کلیه ابعاد شناسایی شده مورد بازبینی و تایید نهایی قرار گرفت. یافته های تحقیق نشان می دهد که شرکت در جایگاه رقابتی قرار دارد و مناسب ترین راهبرد برای شرکت، راهبرد رقابتی است. در واقع شرکت باید سعی کند با استفاده از نقاط قوت خود تهدیدهای محیطی را به حداقل برساند و در این راستا یکی از موثرترین راهکارها استفاده از توان داخلی برای ایجاد تنوع در محصولات است.Identifying strategic components affecting the position of small home appliance industry
Introduction: The field of small home appliances is one of the strategic areas of the country, and unfortunately, in recent years, the position of this industry has faced many challenges due to internal and external threats. Given the country's need to develop industries in this area, in line with the country's development and demographic goals and the expansion of households, it seems that applied research in this area increased. This industry is important due to the technological power and capacity of the country and many years of experience in this sector, as well as because the development of technology in this area often leads to lower costs than other areas (including large home appliances). This research seeks to identify the company's position and select the most appropriate strategy for the company. Complexity and delicacy in organizational work and business decision-making necessitate strategic management. Strategic management is the art and science of formulating, implementing, and evaluating multidimensional decisions with an emphasis on integrating management, marketing, finance, service production, and more. Many approaches and techniques wil be use in the analysis of strategic factors in the strategic management process. SWOT matrix analysis; is one of the most famous models. Using this, we can distinguish strengths and weaknesses in the field of internal factors and threats and opportunities in the field of external factors and formulate relevant strategies. In this research, this tool used to formulate strategies in the home appliance industry. In addition, in order to decide on the most appropriate strategy, the comprehensive strategy formulation framework is used. Methodology: The main purpose of this study is to identify the strategic components of a small home appliance company using a comprehensive strategy formulation framework. The information required for research in the thematic literature section obtained using the library method and the study of books and articles. In the second part and achieving the research objectives, a company in the field of small appliances examined. This company is one of the companies of a large holding in the field of home appliances and all kinds of small home appliances including ironing, fruit dryer, blender, vacuum cleaner, rice cooker, meat grinder, cane broom, juicer etc. It is also an international company with a foreign partner. The size of the company is medium. In the first step of this study, a list of internal and external factors obtained during meetings with experts in the field of home appliances and industry (through the Delphi technique). In the next step, the relevant questionnaire was prepared that the respondents could choose their answer based on a range of options in the two sections of determining the importance of dimensions (Likert scale) and the effectiveness of the current situation of dimensions. This questionnaire first reviewed by several experts and professors, and after applying their opinions, it distributed among the company's managers and after completion, and the necessary information collected. Results and Discussion: In this study, after evaluating the dimensions of the subject in the literature, in order to review and present the desired strategies and analyzes, the Internal Factor Evaluation Matrix (IFE), External Factor Evaluation Matrix (EFE), Internal-External Matrix (IE), SWOT Matrix and the Quantitative Strategic Planning (QSPM) matrix is used. According to the findings, the strategic position shows that the evaluation score of internal factors is more than 2/5 (IFE = 2/53): It means that the company has a strong point in terms of internal factors. In addition, the evaluation score of external factors is less than 2/5 (EFE = 2/44): it means that the company is under threat in terms of external factors. Accordingly, the company's position is competitive. This situation is due to the dominance of internal strengths over weaknesses and environmental threats over opportunities. Therefore, appropriate strategies for this situation; Competitive and diversity-based strategies, which means how can the strengths of threats be eliminated or reduced using strengths. Conclusion: Globalization and presence in international markets require the production of home appliances with quality and competitive price on a global scale. It seems that taking an effective step in this direction requires strategic analysis of this industry and formulation of appropriate strategies. Findings of the internal factors evaluation matrix showed that the company's strengths outweigh its weaknesses. The evaluation matrix of external factors indicates the dominance of threats over opportunities. The results obtained from the SWOT matrix and the status matrix show that the company is in a competitive position and should make the most of its strengths to reduce the impact of environmental threats. In general, in both internal and external factors, the first priority related to competitive strategies, and the company, while having acceptable strengths, tries to overcome environmental threats, while overcoming its strengths and their superiority over their weaknesses. Considering the first priority of company managers is to benefit from competitive strategies, the most important company strategies, which derived from SWOT matrix analysis, described as follows: Since the company has, a design center and specialized staff, design and development new strategic and exclusive products can be one of the most important competitive strategies of the company. The company can also use the experience and technical knowledge of experts in setting up companies producing high-consumption foreign spare parts with the aim of internalizing parts and reducing dependence on foreign companies (which is very important given the current situation in the country and the issue of sanctions). According to company executives, this collection has a powerful customer relationship system, which can help define product quality improvement projects tailored to customer needs. Another case is that the managers of the company can use the increase of investment in the realization and development of the company as a suitable lever to increase the development of products, which is possible due to the benefit of the specialized force in the company.
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