谭木匠:我善治木

Carpenter Tan Holding Ltd. and the Comb Industry

本案例适用于MBA战略管理课程的差异化战略及多元化战略内容的案例教学。案例材料重点阐述了谭木匠公司的产品设计、生产制造、营销渠道、价格政策、CI设计、企业文化等价值链活动,并引出谭木匠公司成长过程中品牌差异化及多元化的两个战略决策问题。案例旨在引导学生结合战略管理的理论知识点、分析工具和方法,重点从差异化战略定位的决策、差异化的实现途径、品牌策略、差异化的注意事项以及多元化的战略决策动因等理论知识点展开分析。

The Carpenter Tan Holding Ltd.has gone through successful development since 1997 and become the leader in China's comb industry in the year of 2009.It has issued an IPO on the HKEx.The case addresses the value chain activities such as product research and development,production,marketing place,corporate identity,where two strategic decisions of differentiation and diversification by the Carpenter Tan Holding Ltd.are discussed.The first concerns why and how the differentiation strategy happened and developed.The second decision focuses on whether the company should diversify and extend its product scope to home accessories made by wood.If yes,how? The case could be used to teach differentiation and diversification strategy in a strategic management course.