| According to the commercial subject statistical report in2013launched by Market Supervision Administration Bureau Of Shenzhen Municipality, by December2013, the number of small and medium-sized enterprises is581,815, accounting for about92.3%of that of total enterprises. These SMEs have created nearly50%of corporate tax,60%of GDP and over80%of jobs for Shenzhen, which devote much and become one of the important forces to promote Shenzhen’s economy development. As the majority of the SMEs in Shenzhen, micro enterprises are commonly armed with flexible systems, the spirits of hard working as well as advantages of innovation and inclusiveness, while are burdened with narrow horizon, low level of technology, financing difficulty and policy constraints. Shenzhen Computer Cube Technology Co. Ltd (Computer Cube as abbreviation) was established in October2007, as one of micro technology enterprises, and has got through its first five years of basic survival with the same advantages and worries of other micro enterprises. Thus in this research, the focus is that how Computer Cube in the highly competitive market in Shenzhen and faced with the opportunity of the internet age of big date can get rid of industry dilemma and creates a new chapter for the enterprisesBased on the above problems, the main content of this paper centers on the second, third and fourth chapters. The second chapter is mainly to analyze in depth the macro, industry and internal environment that Computer Cube is in, to summarize the opportunities and threats that the enterprise faces, and to understand clearly the enterprise’s advantages and disadvantages. The third chapter aims to do information matching and inputting by utilizing four types of key factors-opportunities, threats, strengths and weakness of the enterprise, with the key factors empowerment and score that the enterprise practically gives, to form its EFE matrix, IFE matrix, SWOT matrix and QSPM quantitative matrix. These four matrixes are capable of teasing out Computer Cube’s development strategies coherently, scientifically and subjectively. And the fourth chapter illustrates the implementation plan of corresponding overall strategy, business strategy and functional strategy in terms of the enterprise’s strategy system, and meanwhile in order to prevent the enterprise strategies from complicated and changeable environment in the coming days, this chapter also works out a matching strategic control plan from three aspects-budget control, audit control and staff control. These three chapters progressively accomplish the strategy development and decision, strategy implementation and control, and outline the practical approaches for Computer Cube to go out of dilemmas and embrace a fresh chapter. In view of above solutions, the overall strategy of Computer Cube is to strengthen technology forces, deepen strategy corporations, shape a business image and set up an industry benchmark; the business strategy is to maintain the advantaged projects of hardware system integration and develop the technical services of Linux platform with vigorous effort. In the coming three or five years, Shenzhen Computer Cube Corporation expects to form its core competitive advantages and realize the goal as an industry benchmark in the field of Linux technical service by means of strategy implementation and control plan.To sum up, the key point for Computer Cube to step out of dilemmas is to remove the vision limitation of mercenary and shortsightedness, abandon the old-fashioned industry style, and broaden the long-term strategy thinking pattern of the enterprise, which helps determine a new internal way that software technology service is oriented and system integration supplemented. I hope that the strategic research can bring to micro technology enterprises some lessons and enlightenments. |
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