Shanxi Coal Enterprise’s Strategic Integration Model Research

Since the1990s, Global industry has undergone tremendous changes. AsIndustry’s demise and birth become faster and faster, the industrial Life Cycle turninto shorter and shorter. In order to accommodate the sharp change of Industry,Various changes have come forth in the practice of business administration such asEnterprise Information、BPR （Business Process Reengineering）, Delayering, VirtualEnterprise, Learning Organization, Electronic Commerce and so on. These changesare influencing the meaning and form of the Enterprise’s competition. And these makethe traditional stratagem do not fit the Enterprise’s development now. At this time,china join into the WTO, and it make Chinese company be faced with the opportunityand challenge of the globalization and deploy drastic competition with the Stronginternational rivals in the home market and the International market. In this no smokebattlefield Chinese company’s leading problem is what stratagem shall be adopted. Itis not only relation the mainland enterprises go out, but also refers to Chinese nationpromote.In the1980s, on the foundation of change of the industry in the1970s, Americannotability stratagem Scholars Michael E Porter brought forward Overall costleadership、Differentiation/differentiation strategy、Market focus/focus strategy for theenterprises to gain the competitive advantage, and the enterprises must choose one ofthe three stratagem for the leading stratagem. The Overall cost leadership and theDifferentiation/differentiation strategy are in a dilemma. If the enterprises is betweenthe Overall cost leadership and the Differentiation/differentiation strategy, it destinesto fail. But along with the industrial Life Cycle turning into shorter and shorter, Singlestratagem cannot make the enterprises gain the permanent advantage, and thecompany have to carry into the Doctrine of Integration. At the same time, theinnovation of the Modern Management Mode and the development of the InformationTechnology make it is possible to inosculate for the Overall cost leadership and theDifferentiation/differentiation. This article will expatiate the amalgamation of theOverall cost leadership and the Differentiation/differentiation：Chapter One: Introduction the historical development of the strategic managementChapter Two: Intension of the Overall cost leadership and the Differentiation/differentiation. Chapter Three: The theoretical basis and model of the Overall cost leadership andthe Differentiation/differentiation.Chapter four: Manner of the Overall cost leadership and the Differentiation/differentiation.Chapter five: hazard of carrying into the Overall cost leadership and theDifferentiation/differentiation.