Study On The Market Strategy Of Csr Qishuyan Institute After Its Enterprise-Oriented Transformation

As important scientific and technological organizations, scientific research institutions play a key role in technical innovation and promotion of social development. However, the conflict between the organization system and the economic and social demands becomes increasingly outstanding due to the research system and mechanism. On one hand, some scientific research findings are out of line with the needs of economic society, and on the other hand, many research achievements cannot be timely and effectively translated into productivity. The reform of scientific research system and the effective matching of research&development projects and market demands therefore become the consequent trend.Following the megatrend of reform of national scientific research system, CSR Qishuyan Research Institute (hereinafter referred to as QSYRI) implemented its company-oriented transformation, and its market strategy went through inevitably a process from fumble to clear, and further to initiative planning. Based on the analysis of business volume and profitability of QSYRI’s4core business sectors over the past8years, this paper targets the market strategy applied after the transformation of organization system and studies the evolution and route of market strategy implemented in the4core business sectors at different stages by means of qualitative, quantitative and SWOT analyses in combination with the sales prediction of the4sectors in the next few years. The paper also proposes QSYRI’s market strategies for the future, along with feasible supporting measures to achieve the goal.The contents and innovative ideas of this paper are highlighted in the following aspects:(1) The evolution of QSYRI’s market strategy applied after its organization transformation is studied. Considering its marketing situation, QSYRI’s development is divided into initial stage, growth stage and rapid development stage in terms of the transition of market target selection at the3stages.(2) The competitive power of QSYRI’s4core business sectors is discussed. Based on the historical financial data, the development of business volume and profitability of the4sectors, involving key parts and components for rail transit equipment, gear transmissions, track maintenance machinery and auto parts, is analyzed, which indicate their dynamic states.(3) A prediction is made of the sales revenue of the4sectors for the next few years with the aid of statistical theories and methods, and regression equations between their sales revenue and corresponding independent variables are established, revealing the internal relations between macro indicators and micro indicators. On that basis, market strategies for the4sectors for the future are planned in accordance with the sales prediction.(4) Relative measures, such as optimization of organization structure, technological innovation, talent cultivation, supply chain management, investment, merger&acquisition, corporate culture, etc., are proposed for the purpose of smoothly driving the implementation of market strategies for QSYRI.