Sichuan Province, Chengdu Wooden Comprehensive Plant Management Strategy Adjustment - Swot Analysis Framework Diagram In The Strategic Adjustment Of State-owned Enterprises Operating

Due to the limit of raw material, Sichuan Timber Factory (hereinafter referred as STF), a state-owned enterprise, was cornered and its production has been largely reduced. By using the framework of SWOT analysis, this paper discusses in detail the strategic environment of Sichuan Timber Factory in which there are many opportunities and threats, thus finding out the advantages and disadvantages of Sichuan Timber Factory. After doing this, this paper suggests that Sichuan Timber Factory has to adjust its operations strategies from the focus on timber processing to establishing a transaction center for construction and decoration materials. The strengths and weaknesses of Sichuan Timber Factory can also be found by using SWOT analysis. On the basis of the analyses above, this paper also tries to discuss what kind of strategies Sichuan Timber Factory should adopt for its development in the future. A number of proposals, which are practical, are also given in this paper. What is more important is that the writer, by using the framework of SWOT, would like to find an appropriate method for state-owned enterprises to adjust their businesses. There are three parts in this paper. In Part One, a brief introduction to the predicament facing by Sichuan Timber Factory is discussed and the reasons why Sichuan Timber Factory was in such a difficult position are also explained. The bad adaptabilities of Sichuan Timber Factory to the changing market are the main factor that leads to the difficult position. In Part Two, this paper analyzes the marketing system of Sichuan Timber Factory. SWOT analysis is also carried out in this part. Grasping the opportunities of reform and opening to the outside and taking advantage of its geographical advantage, Sichuan Timber Factory adjusted its strategies. And with the support of local government, Sichuan Timber Factory established a transaction center of construction and decoration material, which made Sichuan Timber Factory get rid of the predicament. Part Three, first of all, analyzes the strategic environment, especially the political and legal environment, technological environment, economical environment and cultural environment. Second, this part discusses STF's capabilities of management and operations, financial state, marketing capabilities, etc. Third, this paper suggests that Sichuan Timber Factory must strengthen its strategic management, establish a modern system of enterprises, build up its core competencies and cut down its redundant staff. All the suggestions above are the prerequisites for the existence and development of Sichuan Timber Factory in the near future.