| This thesis makes a strategic analysis about a small enterprise called TONGLING Qingquan CO., LTD from the aspect of its history, status, features, and competitiveness, and probes into its present development strategy, existing competitiveness and problems by combining the actual conditions of the company with those of its industry on the basis of resorting to modern strategic theory and chain value theory. On this basis, the reasons for the slow development of the company and its being lack of competitive advantage have been found out. What accounts for these is that the company fails to seize the development strategy of the minerals due to its conservativeness when the external environment has changed. That is, it failed to retain its basic advantages by adopting backward strategy and breaking the bottleneck in terms of the raw materials supply. In order to solve these problems, this thesis proposes that the company should venture to formulate new enterprise development strategy by responding to the external environment rapidly and innovating continuously. Therefore, the company must take a series of innovative measures by readjusting its structure, establishing the new system, setting up information management platform, and improving its ability to allocate resources to make effective transformation in gaining competitive advantage in the future market competition. Further, this thesis formulates the company's plan for strategic transformation, makes clear the company's strategic choice and orientation for development and its strategic objective and focus in the coming 3 to 5 years, points out the effective means and measures to promote its competitiveness by making analysis of the company's internal and external conditions in order to overcome the company's disadvantages and take the opportunities to maintain its status in the China national mineral chain. However, the prediction in this thesis needs 3 to 5 years to validate the managers' practice. |
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