Research On The Strategic Development Of T Flour Company

In recent years, the domestic flour processing industry continuously optimized and upgrade and has formed a certain scale of production system. But with the economic slowdown, flour processing industry further highlights the contradiction between production and demand, resulting in the condition of the industries more difficult. Looking from the current market, the domestic flour processing industry on the one hand large-scale, intensive development of large enterprises have become increasingly prominent, one is the large number of small and medium enterprises widely distributed. From the overall perspective, it is the inevitable choice for the flour industry to consolidation from decentralized production and management to large-scale, intensive production and operation forward. However, due to various geographic market circumstances, ecological environment, social circumstance, small and medium private flour processing enterprises in existence and development is an inevitable norm of the current market economy. Strategic analysis for small and medium private enterprises flour processing, by strengthening management, clearing strategic goals, making development strategies and enhancing its competitiveness, they can seek a breakthrough point for their own development.This paper selected T flour company which was a typical medium-sized private flour processing enterprises as the research object. Its strategic choice was not clear in recent development while using the overall cost leadership strategy and differentiation strategy, but did not give full play to its own advantages and had not avoid its disadvantages completely, so that hindering the company’s long-term development. Firstly, this paper reviews the relevant strategic management theory, briefly explain the evolution of strategic management theory and relevant strategic management theory, then conduct a comprehensive analysis by the internal and external circumstance, applied SWOT analysis matrix, listed opportunities and threats faced by the company with its strengths and weaknesses, concluded that the company which under the general growth-oriented strategy should choose the total cost leadership strategy, rely on internal strengths, exploit external opportunities, make accurate positioning of the market and then accelerate the development of enterprises.