Research On The Strategic Turnaround Of B. Jane CO

With China's reform and opening, the small and medium size enterprises are developing vigorously and playing a more and more important role in the domestic economy. However, the small and medium size enterprises are also facing more challenge than before for the fierce market environment and fragile resource. Among the challenges, strategic turnaround is an obstacle that the small and medium size corporations must overcome. Since strategic turnaround refers to existence and development of the enterprises, many enterprises died for the wrong strategy.The definition of the strategic turnaround is a process pursuing for successively creating new competitive advantage that enterprises substitute new strategy for original strategy for adapting the changes between environment and inner status or taking advantage of potential chances. Strategic turnaround is new thinking of enterprise strategy management nowadays and an important probe for the enterprise working rules under swiftly changing and fierce environment. Strategic turnaround brings forward the strategic countermeasures dealing with the environmental changes from the level of whole enterprise and brings the hope that enterprises span the management jam produced by the changing times. The strategic turnaround under changing and fierce environment is just like a relay race in which every player's running distance is very short. The transferring of the baton often decided the result the competition. For the enterprises, the strategic timing frame is becoming shorter and shorter and the frequency of strategic turnaround is also growing. The enterprises would lose their favorable position if the strategies links up unproperly. This paper tries to explore the strategic turnaround of small and medium size enterprises from a view of a small and medium size enterprise. The paper started from the character of small and medium size enterprises, through the analysis of B.Jane medical enterprise, paid more attention to discuss, as a small and medium size enterprise, how to review the old strategy, how to seek and build new competitive advantage under the resource circumstance from the old strategy, how to work out the new strategy, how to guarantee the execution of new strategy, how to define the core competencies and its variable and how to build isolating mechanisms and expansion mechanisms based on core competencies. The paper abandoned the way of regarding the strategic turnaround as a simply choice of a strategy and the thinking of isolating every strategy in the strategic turnaround, insisted that the strategic turnaround is a process in which the old strategy, new strategy, successive strategy formed a chain and combined by seeking competitive advantage and core competencies.The paper also emphasized the using of all kinds of strategic analysis instrument, such as Five Forces Model of Environmental Threats, Value Chain, SWOT matrix, the theory about the variables of core competencies from Torben.Pedeson and Fen.Waltin.