摘要
CN 钻石公司是一家主营成品钻即裸钻的贸易型公司，2008 年 CN 在中国钻石贸易行
业内首推 B2B 成品钻批发网上实时订购系统，突破了钻石贸易领域的传统销售，随着市场
上对于轻库存的推崇和B2B 网络销售迅猛发展，网络销售为公司带来了不俗的成绩，短短
几年销售额从年 5000 万攀升至2012 年最高4 亿多的规模，与国内最大的钻石批发商，年
销售规模5-10 亿的EUROSTAR 相比差距缩小许多。但是随着市场竞争的加剧，公司出现
了销售额下降和利润止步不前的困境，公司的未来能否持续发展，是否能在欧亿·体育（中国）有限公司中站稳脚
跟，制定切实有效的公司战略变得极为重要

本文根据作者在 CN 钻石公司工作的经验和对战略管理知识的掌握,试图为CN 钻石解
决公司发展问题

通过 PEST、波特五力模型、波特价值链、SWOT 矩阵等方法对公司的内外部因素进
行了分析总结。总结了其最主要的优势：
1、CN 钻石公司网络销售经过 8 年的发展已经较为成熟和专业，而其主要竞争对手更
专注于传统销售和向珠宝零售领域发展；
2、公司与 J.B.BROTHERS 等全球前 10 的钻石切割厂都拥有良好的合作关系；
3、公司经过十余年的发展，累积大小客户千名以上，客户资源丰富

结合公司“做钻石B2B 的领导者，专业的钻石生产服务商”的企业愿景，为了保障公
司的长远发展，在原来的网络销售基础上，提出了平台战略的设想，让公司由原来简单的
产品目录式的网络销售，升级成为工厂和客户搭建专业交易平台并为双边提供专业咨询服
务的服务商，从双方成功交易中抽取固定的佣金作为公司利润的主要来源。同时本文也从
网络平台建设，供货商关系，客户数据管理，资金管理等方面探讨了战略的实施保障

关键词：CN 钻石；发展战略；B2B；平台战略II
A research on the development strategy of
CN diamond trading company
Abstract
CN Diamond Company is a trade-based company with cut diamond, as its main goods. CN
first introduced on-time online ordering system of B2B diamond wholesale in China diamond trade
industry in 2008, which broke through the traditional sales mode in the field of the diamond trade.
Along with the preference to low inventory and rapid development of B2B Internet sales, CN has
achieved impressive grades through network sales. The company’s sales rose from 50 million to
400 million within a few years, making the gap with EUROSTAR, the biggest diamond wholesaler
in China, whose sales scale is 1 billion, gradually narrowed. However, CN has been trapped in the
dilemma where sales and profits stagnated because of the aggravation of market competition. It has
been extremely important to establish practical and effective strategies, because it concerns not
only the sustainable development of C, but also the status of CN in diamond industry.
This article tries to solve the developmental problems of CN Diamond Company, based on
the author’s working experience and the grasp of strategic management knowledge. The author
analyses and concludes factors from outside and inside the company by means of PEST, Michael
Porter&39;s Five Forces Model, Potter&39;s value chain and SWOT matrix, etc. The advantages as follows:
1、CN Diamond Company has grown to be a mature and professional company after 8 years
online sales. By contrast, our rivals mainly focus on the development of traditional market and
jewelry retail.
2、Our company has good relationships with J.B.BROTHERS and other global top ten
diamond cutting factories.
3、Our company has accumulated rich costumer resources, with thousands of clients, after
more than ten years development.
We put forward the idea of platform strategy based on the Internet selling, combining with
our company’s vision which is to be a leader of B2B sales model of diamonds and to be a
professional productive service provider of diamond industry, to ensure the long-term development
of our company. With this prospective, we aim to transfer the company from an Internet retailer
who has simple product catalogs to a service provider who could set up professional trading
platform and provide professional consulting services for factories and costumers. The main profits
will be fixed commission extracted from successful trades. Meanwhile, this article discusses theIII
supporting measures of the implementation of the strategy from different aspects, such as Internet
marketing, supplier relationships, customer service, construction of the band and funds
management, etc.
Key Words：CN diamond; development strategy; B2B ;platform strategyIV
目 录
1 绪论 ...1
1.1 研究的背景与意义 ...1
1.1.1 选题的背景.....1
1.1.2 选题的意义......2
1.2 理论综述........2
1.2.1 企业战略的相关理论 2
1.2.2 平台战略的相关理论.3
1.2.3 战略研究的相关方法.4
1.3 研究的思路与方法....7
1.3.1 研究思路..........7
1.3.2 研究方法..........7
2 宏观环境分析...........9
2.1 政策环境分析9
2.2 经济环境分析9
2.3 社会文化环境分析..11
2.4 技术环境分析 ..........12
3 微观环境分析.........13
3.1 欧亿·体育（中国）有限公司分析......13
3.1.1 钻石的相关介绍.......13
3.1.2 钻石消费市场发展现状.......15
3.1.3 钻石批发市场分析 ...16
3.1.4 欧亿·体育（中国）有限公司销售模式 ...........17
3.1.5 钻石批发贸易欧亿·体育（中国）有限公司特点分析...........18
3.2 竞争者分析..19
3.2.1 供应商的议价能力...19
3.2.2 购买者的议价能力 ...20V
3.2.3 新进入者的威胁 .......20
3.2.4 替代品的威胁 ...........21
3.2.5 欧亿·体育（中国）有限公司内竞争......
。。。以上简介无排版格式，详细内容请下载查看