| Construction equipment of china has developed rapidly in past 50 years, It played a very import role in domestic construction projects by supplying quality and big quantity equipments. Since opening up policy executing, domestic construction equipment manufacture has built closely relationship with overseas'manufacture through technical communication and joint-venture cooperation, which prompt manufacture's capability. China has become the import construction manufacture center in the term of scale and market size. China attracts attention for both foreign famed manufacture and domestic manufacture. Everyone in this market should face serious competition and select their own suitable competitive strategy to cope with competitors, it is crucial to every company no mater manufacture or dealer.As a dealer of Volvo construction equipment in Shandong province, Jinan Tianye Construction Equipment Co.Ltd (abbr. as JNTY) has gain certain market share after years of effort, but still has big gap camparing with other imported brands. How to keep and increase our market share is very crucial for us when the market competitive structure was changed and customer was more professional. I will use the data from JNTY and CCMA, apply the tool of strategy analysis, make research to try to find the competitive strategy, and hope this article can give some reference and suggestion for JNTY's future development.The first chapter introduces topic selecting background and research value. Second chapter introduce some theories of strategy. Third chapter get the opportunity and threat through detail analysis of external & internal environment with the tool of PEST.Fourth chapter describe JNTY operation situation and then get the strength and weakness of company. Fifth chapter get the JNTY's competitive strategy based on SWOT analysis. Sixth chapter list some implementation measures to fulfill company strategy. At last making the summarization and pointing out enlightenment of this article. |
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