| The object of this research is the environmental protection business of Shanda Wit Science and Technology Co., Ltd. On the basis of overall development strategy of the corporate and next five-year plan, suggest competitive strategies for the environmental protection business. With the purpose of becoming bigger and stronger in the increasingly competitive market, accomplish joint development between pharmaceutical business and environmental protection business as early as possible.Firstly, discusses research status in detail, including theory of competitive strategy, industry value chain theory, strategic alliance theory, business model theory, which has laid a theoretical foundation for the latter empirical research. Secondly, analyzes the macro environment using PEST model, and dissects the environmental protection business from the perspective of Five Forces Model. Then, studies overall development goals, which point out the direction of developing strategies. Based on the SWOT analysis, proposes differentiation strategy as core competency for Shanda Wit and further analyzes its feasibility from the point of positioning, business model, product services and marketing. From the perspective of industry chain, evaluates the high-margin areas of the environmental protection business. Through the mobilization of resources and capacity advantages and utilization of business model innovation, integrates the original business. Moreover, the collaboration from industry chain stakeholders and constant pursuit to meet the different needs of customers will help Shanda Wit continue to expand business areas in the competitive market and maintain long-term competitive advantages.Finally, proposes the appropriate security measures from the point of organizational optimization, product and service innovation, capability of independent innovation, human resources system, corporate culture, etc., which strives to improve the competitive advantages of environmental protection business of Shanda Wit Science and technology Co., Ltd. |