Research On Development Strategy Of Jinhui Liquor Limited Company

In the current Chinese liquor industry, Maotai, Wuliangye, Jiannanchun and other large enterprises by virtue of its capital, technology, talent and brand advantage firmly occupy the domestic high-end market, some regional brand occupied a space in the low-end liquor market of China through the implementation of effective development strategy. But with the state industrial policy for limiting the liquor volume, the consumption tax levy, the implementation of metering product demand structure change, transformation of consumer target groups,types of alternative increased and foreign capital penetration, the liquor industry increasingly fierce competition, the development of many small and medium-sized liquor enterprises increasingly difficult, profit margins continued decline, many small wineries have bankruptcy, affected the regional economic development. In the face of fierce market competition, how to improve the core competitiveness of small and medium-sized liquor-making enterprises and realize sustainable development, make correct development strategy is the key link. In this paper, using field survey, comparative analysis and summary of the research method, based on the development status of domestic and Gansu provincial liquor industry analysis, through the collection of information of the industry and national industry and tax policy, analyzes the external business environment, find the opportunity and threat factors; and from the resources within the enterprise (including human resources, information resources, financial status, production and operation ability, marketing ability, product research and development ability etc.) analysis of its advantages and disadvantages; then analysis the matching state development strategy by using the SWOT method, which is suitable for the Jinhui Industry Development of the growth strategy, by government support to enable enterprises to successfully liquor industry is the only listed, the direction of development, accelerate the development of new high-end liquor products; concentration of funds to the leading products (in the end product) to achieve economies of scale as soon as possible, so as to reduce the production cost, the formation of comparative advantage in similar enterprises in low-end products; cut production, to improve the overall performance. In the high-end products to firmly grasp the market at the same time to the national army; the small white liquor enterprise merger, improve and relational dealer enterprise, set up the organization for economic united together in Binhe group, Han Yu wine enterprises, enhance the level of Gansu wine industry; through the innovation of culture and system control and production factors, promoting the core competitiveness of enterprises, realize the sustainable development of enterprises. Finally, the formulation of long-term development of the strategic objectives of short and medium, and put forward the corresponding strategy, by adjusting the industrial scale, change the strategic layout, the optimization of the organizational structure, strengthen the implementation of brand building, a sound marketing network system, the implementation of corporate culture innovation, strengthening human resources management and the implementation of scientific and technological innovation and other measures to ensure the strategy.