Business Research Paper代写-战略管理面临挑战。本文是一篇由本站代写服务提供的留学生商务管理专业Research Paper范文，主要内容讲述Poh Kong是一家珠宝公司，由Cheong Teck Chong和Choon Yee Seiong创立，于1976年在八打灵开设了第一家分店。此外，自2004年以来，Poh Kong一直在马来西亚证券交易所上市，但他们在吉隆坡沙阿阿拉姆拥有一家制造厂。本篇Research Paper指出如今的Poh Hong凭借其巨大的增长和其核心商业理念，即质量、价值、信任和选择，成为珠宝行业的领军者。此外，在针对不同客户的范围内，他们有几个内部品牌，如昂枪、Tranz、快乐爱情和吉祥艺术。此外，Poh Kong是迪士尼系列的许可证持有人，也是Luca Carati、Schoeffel、Hemera Diamond和Angel Diamond等知名品牌的独家经销商。下面就一起来看一下这篇Business Research Paper代写的具体内容。
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在马来西亚半岛开设了第100家分店。Poh Kong于2014年被RAM Ratings Services Berhad重申为马来西亚最大的珠宝零售连锁店。除此之外，它还授予了马来西亚亚洲十大零售商、Putra品牌奖和创意东盟珠宝设计奖。此外，Poh Kong深知他们的业务是非常依赖品牌名称和品牌声誉的，因此，企业社会责任也是Poh Kong的主要关注点。例如，全国癌症生存日、慈善高尔夫、自动售货机、马来西亚AEON基金会筹款等都是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).
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.
2.0 SWOT Analysis SWOT分析
2.1 (S)trengths 优势
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是马来西亚最大的黄金珠宝零售商。作为市场领导者，Poh Kong在扩大业务方面拥有强大的声誉、市场地位和优势，如年度报告所述，Poh Kong在2014年在9个州共有106家门店（PohKong，n.d.）。Poh Kong的门店展厅远高于其竞争对手，如Tomei（52家零售店）、Wah Chan（42家门店）和Habib（30多家门店）。
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).
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.
2.2 (W)eaknesses 劣势
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只覆盖马来西亚地区，他们没有将出口产品作为扩大业务的一种方式。此外，所有106家分店都位于马来西亚半岛的10个州。由于沙巴和砂拉越尚未开设分店，来自东马来西亚的消费者无法从Poh Kong购买任何珠宝，计划并预计将于2017年扩大Poh Kong在东马来西亚的分店。Poh Kong正在通过Lazada和11Street等在线平台销售他们的产品，但对于来自东马来西亚的消费者来说，这些产品将是有限的选择。
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.
客户满意度低是缺点之一。Poh Kong将其门店区分为钻石与黄金门店和零售概念店，例如钻石精品店、黄金精品店、翡翠画廊和Oro Bianco。这些商店用于满足不同目标市场的需求。然而，对于Poh Kong来说，在类似的环境中维持每个分支机构是一个挑战和困难，并导致客户满意度低。此外，内部竞争是由于在市场上销售类似产品的原因造成的。
2.3 (O)pportunity 风险
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.
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).
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.).
2.4 (T)hreat 威胁
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.
竞争是蒲岗面临的威胁之一。因此，消费者可以从不同的珠宝商那里选择其他替代品，因为Poh Kong并不是唯一的参与者。主要是珠宝产品根据其设计进行区分。如果Poh Kong提供的设计种类较少，消费者将从竞争对手那里选择他们喜欢的设计。此外，大多数珠宝店都在竞争对手附近运营，在这种情况下，消费者会很容易地比较价格和设计。
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.
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).
3.0 Industry Analysis – Porter five forces 行业分析——波特五力
3.1 Threat of New Entrants 新进入者的威胁
Threat of new entrants for jewelry industry is low. 新进入者对珠宝行业的威胁很低。
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.
3.2 Threat of Substitute Products 替代产品的威胁
The threat of substitution is high in jewelry industry.珠宝行业的替代威胁很大。
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.
3.3 Bargaining Power of Suppliers 供应商的议价能力
Bargaining power of suppliers for jewelry industry is moderate.珠宝行业供应商的议价能力适中。
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).
根据Durant的研究，当供应商依赖高产量时，他们的议价能力很低，因为生产商可能威胁要削减产量并影响供应商的利润。此外，马来西亚还有许多黄金珠宝供应商，如Tomei Group、Niche Capital Emas Holding、DeGem或Habib Jewels。因此，转换到其他供应商的成本将更低。另一方面，对于某些高质量的钻石和一些珍贵的宝石来说，它们是稀有的来源，因此几乎没有过剩的产能，这使得价格相对较高。由于这些珍贵的宝石和钻石可以为企业带来巨大的价值，因此供应商的力量将略有增加。
3.4 Bargaining Power of Buyers 购买者的议价能力
The bargaining power of buyers in this industry is high.这个行业的买家议价能力很高。
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.
3.5 Rivalry among Present Competitors 现有竞争对手之间的竞争
The rivalry among competing sellers in this industry is high.这个行业中相互竞争的卖家之间的竞争非常激烈。
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.
马来西亚目前有大量珠宝店在运营，包括当地和外国珠宝店。他们正在竞争吸引相同数量的资源和客户。他们还竞争提高品牌知名度和提高服务质量，以获得市场份额。Poh Kong和Habib Jewel等珠宝店为争夺市场领导地位而斗争。此外，珠宝行业的公司被视为量贩或限量珠宝商，通常根据价格进行竞争。这些公司创造了一个停滞不前的行业，现在通过从其他参与者手中夺走市场份额来竞争，但却在行业中的大多数公司之间制造了价格战。此外，主要参与者，如哈比卜、德格姆和其他竞争对手，正试图游说在这些领域获得竞争优势。
3.6 Conclusion based on the Porter’s Five Forces 基于波特五力的结论
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.
4.0 Competitive Analysis 竞争分析
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.).
每个竞争对手的圆圈大小是基于2015年的年度收入，因为富美的年度报告只会在每年4月公布。Pandora的收入为167亿令吉（未注明日期的年度报告）；蒲岗为8亿令吉；Tomei和Wah Chan的收入几乎相同，为RM 5亿（年度报告，未注明日期）；Sk Jewelry为1亿令吉。
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提出有很多竞争对手已经进入并在珠宝行业站稳脚跟。尽管珠宝市场上有很多竞争对手，但他们以不同的品牌和价格提供不同的产品设计。此外，他们还使用不同的促销策略来推广他们的产品，以提高销售额。从集团映射中可以看出，与Pandora、Tomei、Wah Chan和Sk Jewelry等其他竞争对手相比，Poh Kong是提供广泛产品线气息的公司。除了提供黄金和白银首饰外，Poh Kong还为客户提供珍珠、玉石和钻石首饰。
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.
为了满足客户的需求和要求，Poh Kong在Shah Alam有自己的制造商，因此他们能够制造和设计客户喜欢和要求的珠宝。因此，通过满足客户的需要和愿望，Poh Kong能够与其他竞争对手竞争并在市场上生存。
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，正如我们所知，金条和金币是一种长期投资产品。Poh Kong不仅提供了金条和金币，而且还提供了各种不同设计的黄金珠宝，如Tranz、Anggun、Aussipire、Bombay Collection、Disney和Happy Love。其他竞争对手提供的黄金珠宝设计与Poh Kong相比很少。因此，Poh Kong提供的各种产品能够服务于更多的客户类型，并能够吸引更多的客户购买。这将在短期内增加公司的销售额和利润。
4.1 Price 价格
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.
基于策略组映射，Poh Kong提供的钻戒价格略高于Wah Chan，但低于Sk Jewelry。我们之所以将钻戒的价格进行比较，是因为不同的珠宝零售商可能会为钻戒的克拉数提供不同的价格。
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.).
策略组映射显示，Sk Jewelry的钻戒价格略高于Poh Kong，0.15克拉的钻戒售价为4888令吉。Wah Chan提供了0.25克拉的钻环，售价为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.).
对于竞争对手富美来说，富美提供的整体产品价格低于Poh Kong、Sk Jewelry和Wah Chan。而对于另一个竞争对手潘多拉，他们提供的产品价格是四家珠宝零售商中最低的。
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.
从集团映射来看，与其他珠宝行业相比，Poh Kong的产品价格被认为很高。然而，Poh Kong提供了良好的质量和多样的设计和选择，以满足更多的客户类型。此外，为了保证质量，Poh Kong确保在不影响卓越设计的情况下不断采取严格措施。Poh Kong珠宝以卓越的品质和细致的工艺打造而成。因此，客户市场份额将增加，公司的销售额和利润也将增加。
4.2 Competitive position and performance 竞争地位和业绩
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拥有自己的制造工厂，并已达到第100家分店，因此Poh Kongs赢得了马来西亚增长最快、最大的珠宝零售连锁店的地位。本篇research paper认为这表明，Poh Hong有能力增加利润，开设更多的分店，吸引更多的客户购买他们的产品。这对客户在零售店参观和购买珠宝非常方便。因此，与其他竞争对手相比，Poh Kong能够在马来西亚获得竞争优势和地位。
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《马来西亚记录》列为最大的珠宝零售连锁店。2007年至2010年，国内贸易和消费者事务部在珠宝类别中授予Poh Kong的多个子公司公平奖商店奖，以表彰该公司良好的商业道德、优质的商品和卓越的售后服务。
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在马来西亚排名第9位和第10位，并分别进入2004年和2006年亚太零售业50强。Poh Kong继续入选2009年和2010年亚太零售业500强。此外，Poh Kong在2011年被列为马来西亚前1000名，在2014年也被评为马来西亚前10名。在2016年亚太零售业500强中，Poh Kong上榜，在马来西亚十大零售商中排名第八。该奖项每年颁发给各行业表现最好的公司和领导者，以表彰他们对国家的贡献。
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.
根据这些奖项，我们可以知道，与其他竞争对手相比，Poh Kong在管理公司运营方面有着良好的表现。因此，蒲岗有能力跻身马来西亚前十。这表明Poh Kong是马来西亚著名的珠宝品牌。
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努力以可持续的方式开展行动，并在市场上的股东、供应商和客户中推广负责任的做法。Poh Kong拥有100多家门店，为客户提供便利和便利，提供各种优质产品供客户选择。Poh Kong提供回收袋作为礼物，让客户在购买后携带产品。该集团支持“镍安全”珠宝产品，以保护消费者的健康和安全。因此，Poh Kong能够降低生产包装产品的成本。
5.0 Strategy Formulation 战略制定
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.
优势-机会策略利用公司的内部优势来利用外部机会。第一种SO策略是最大数量的零售店利用市场需求的增长。Poh Kong是马来西亚最大的黄金珠宝零售商，因此有机会获得大部分市场份额。这可以解释为Poh Kong利用其拥有大量零售网点和知名品牌的优势，明智地瞄准了马来西亚。下一个SO战略是与Moraglione的合作，使Poh Kong能够通过享受零税和利用Moraglione的品牌名称与全球品牌竞争。这也为香港拓展海外业务提供了机会。此外，由于拥有世界知名的国际品牌Moraglione，零税和广告支出节省的成本可用于未来的研发。
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.
弱点-机会策略通过利用外部机会来改善内部弱点。首先，WO的战略是零关税出口珠宝产品可以扩大Poh Kong的目标市场，目前Poh Kong的目标市场仅限于马来西亚。它可以将珠宝出口到其他国家，并直接享受税收优惠。此外，它还可以将他们的商业机会扩大到国外，在进行直接投资之前测试市场，同时提高盈利能力。WO的第二个策略是增加市场需求，以解决内部竞争问题。根据研究，客户的需求增加，他们的需求很难得到满足。顾客总是期待特别和与众不同的黄金珠宝，因此Poh Kong的各种品牌能够满足他们的需求。
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.
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.
弱点威胁策略旨在减少内部弱点和避免外部威胁的防御战术。WT的第一个策略是Poh Kong可以向国外和新市场推出，以避免内部竞争和当地市场的高度竞争。Poh Kong在本地市场拓展业务的机会较少，因此应将业务扩展到国外，寻找新的机会，并瞄准新市场。WT的下一个战略是，公司应加强促销策略，以解决客户满意度低、当地市场竞争激烈和经济放缓的问题。它可以为客户提供价格折扣，进行广告宣传，改善客户服务，使客户感到高兴，满足他们的需求和愿望。
6.0 Conclusion 结论
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总结Poh Kong Holdings Berhad的竞争力在于，该公司在马来西亚珠宝行业的创新方面处于领先地位。它是马来西亚最早的连锁珠宝零售商之一。与Tomei Consolidated Bhd等知名度较低的竞争对手相比，其强大的品牌为其提供了巨大的竞争优势。
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在全球市场上也有着强大的声誉和市场地位。这是因为公司始终参与企业社会责任，并为公司、股东、员工、客户、社区和环境创造价值。对于员工，他们将接受培训和发展计划，以提高他们的技能。此外，我们鼓励员工自愿为所需群体贡献时间，而Poh Kong将向巴生谷的慈善之家捐赠日常必需品、食品和现金。
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.
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.
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应采用适当的财务控制工具，帮助公司做好成本控制和运营管理，以最大限度地降低财务风险。为了避免公司承担许多债务，它也应该明智地控制预算。此外，它还可以与材料供应商签订未来的合同。由于意外的经济波动，它可以与供应商确定材料的价格，以备将来使用。因此，即使经济危机再次发生，公司的销售和盈利能力也不会受到太大影响，并且可以降低财务困境的预期成本。本站提供各国各专业research paper格式范文，research paper代写以及research paper写作辅导，如有需要可咨询本平台。
UKthesis provides an online writing service for all types of academic writing. Check out some of them and don't hesitate to place your order.
How to write a research paper?A research paper is a piece of...
How to write an abstract for a research paper?Sometimes you...
How to start a research paper?Writing a research paper can b...
How to write a citation in research paper? These citations ...