| ACKNOWLEDGEMENT | 第5-6页 |
| ABSTRACT | 第6-7页 |
| 摘要 | 第8-9页 |
| LIST OF ABBREVIATIONS | 第9-20页 |
| 1 Introduction | 第20-25页 |
| 1.1 Background, Objectives and Implications of Research | 第20-23页 |
| 1.1.1 Research Background | 第20-22页 |
| 1.1.2 Research purposes | 第22页 |
| 1.1.3 Research Implications | 第22-23页 |
| 1.2 Research Design and Methodology | 第23-25页 |
| 1.2.1 Research Design | 第23-24页 |
| 1.2.2 Methodology | 第24-25页 |
| 2 Theories of Enterprise Strategic Transformation | 第25-32页 |
| 2.1 Concept of Enterprise Strategic Transformation | 第25-26页 |
| 2.2 Strategic Management Theory | 第26-27页 |
| 2.3 Principal Theories and Methods of Enterprise Strategic Transformation inState-owned Foreign Trade Enterprises | 第27-32页 |
| 2.3.1 Premise of the Strategic Management Theory | 第27-28页 |
| 2.3.2 Principles of Strategic Management Theory | 第28页 |
| 2.3.3 General Processes in the Strategic Transformation | 第28-29页 |
| 2.3.4 Three Levels of Strategic Transformation | 第29-30页 |
| 2.3.5 General Contents of the strategic transformation | 第30-32页 |
| 3 The General Pattern of Strategic Transformation and Experience for Reference | 第32-41页 |
| 3.1 Development Models of Enterprise Strategic Transformation in State-ownedForeign Trade Enterprises | 第32-36页 |
| 3.1.1 Professional Service Supplier | 第32-33页 |
| 3.1.2 Industrialization | 第33-34页 |
| 3.1.3 General Commercial Groups | 第34页 |
| 3.1.4 Transnational Corporation | 第34-35页 |
| 3.1.5 Integration of Industry Chain and Supply Chain | 第35-36页 |
| 3.2 Industry benchmarking enterprise analysis | 第36-41页 |
| 3.2.1 Li & Fung Limited | 第37-38页 |
| 3.2.2 Shenzhen One Touch Business Service Ltd | 第38-40页 |
| 3.2.3 Conclusion | 第40-41页 |
| 4 Case Study: Strategic transformation of S company Based on the Theory ofStrategic Management | 第41-59页 |
| 4.1 Introduction of S Company | 第41页 |
| 4.2 External Environment Analysis on S Company | 第41-49页 |
| 4.2.1 External macro environment analysis（PEST Analysis） | 第41-46页 |
| 4.2.2 Industry competition analysis of S company（Five Forces Model） | 第46-49页 |
| 4.3 Internal Environment Analysis on S Company | 第49-55页 |
| 4.3.1 Resources | 第49页 |
| 4.3.2 Capabilities | 第49-51页 |
| 4.3.3 Main problems of S Company | 第51-55页 |
| 4.4 Analysis on the Future Development & Strategy of S Company | 第55-59页 |
| 4.4.1 External Factor Evaluation Matrix | 第55-56页 |
| 4.4.2 Internal Factor Evaluation Matrix | 第56-57页 |
| 4.4.3 SWOT Analysis | 第57-59页 |
| 5 Developments and Implementation of the Strategic Transformation of S Company | 第59-77页 |
| 5.1 Strategic Positioning and Objectives | 第59-61页 |
| 5.1.1 Strategic Positioning | 第59-60页 |
| 5.1.2 Strategic Objectives | 第60-61页 |
| 5.2 Business Strategy | 第61-71页 |
| 5.2.1 Self-export Business Strategy in Building the Textile and GarmentsSupply Chain | 第62-63页 |
| 5.2.2 Associates Export Business in Building the E-Mao Tong IntegratedService Platform | 第63-66页 |
| 5.2.3 Import & Domestics Sales Strategy in Building the cotton yarn TradeService Platform | 第66-70页 |
| 5.2.4 Brand Management in GIORGIO GIULINI | 第70-71页 |
| 5.3 Human Resource Development Strategy | 第71-74页 |
| 5.4 Functional Strategy in Financing | 第74页 |
| 5.5 Functional Strategy in IT/IS | 第74-77页 |
| 6 The Implementation and Safeguard Measures of Strategic Planning | 第77-82页 |
| 6.1 The Implementation of Strategic Planning | 第77-78页 |
| 6.2 The Safeguard Measures of Strategic Planning | 第78-82页 |
| Conclusion | 第82-84页 |
| REFERENCE | 第84-86页 |
