Beijing Cigarette Factory 2002 - 2005 Enterprise Development Strategy Analysis

Tobacco industry in China is a monopoly industry exercising exclusive state trading and selling. Comparing with transnational corporations, there exists various problems in China's tobacco industry such as low concentration of the market, uneconomical scale, unreasonable resource allocation, uniformity of the product structure, the incompetence of comprehensive management and innovation. This thesis is an analysis of the development of a particular enterprise---Beijing Cigarette Factory (BCF) during 2002-2005, employing strategic management theory.Beijing Cigarette Factory is now one of the keynote state-owned cigarette manufacturing enterprises. It mainly produces mixed type cigarettes which are internationally popular and it has several patents for technology of production. In the recent year although BCF has seen a great increase of its profit, tax and export, it still has a long distance to go comparing with the high demand of the competitive domestic and international market in the field of the reshuffling of the product structure, the increase of the product, the renewing of the apparatus, the enlarging of the market, the innovation of management and so on. According to strategic management theory, in this thesis, in the section of working out the development strategy for BCF, I firstly narrate the task of the enterprise and anticipate the prospect strategically; then through a thorough analysis of its environment, competitive factors and internal environment, I draw a conclusion: the internal environment of BCF is privileged environment, and the external environment is opportunity environment, therefore BCF should adopt a strategy of giving full play of its advantages, making full use of the opportunities, making up the defects, shunning the menaces. Finally I choose a development strategy concentrated development for BCF in the future 3 years, that is product infiltration, market exploitation and product development. And I determined the concrete annual objective of its strategic development. In the section of the implementation of BCF, I emphasized the following points: to attach great importance to the transformation of the installations and to organize production according to annual production plan with high quality, to play close attention to marketing management and strengthen the force of market infiltration and exploitation, to continuously develop new products to ensure the advantage of the technical content of the product, to establish a practical efficient computer information system and form a enterprise culture supporting the development strategy. In the section of strategic evaluation and control of BCF, I emphasize the fundamental skeleton of the strategic evaluation, that is at random or periodically to check the strategic basis, to measure achievements, to take actions of correcting the mistakes. And I also give the other ways of strategic evaluation which can be used by BCF. In short, with China's entry of WTO, if BCF can determine scientific development plan and development objectives in advance in accordance with their own and the circumstantial reality. And it ought to organize serious implementation of the orientation and objectives, maximize their favorable factors and minimize unfavorable ones .BCF is bound to develop healthily and will not be defeated in the competition of the internationalization of the domestic market. Oct, 2002...