The Construction Of Strategic Alliance System Of Southwestern Cement Company

This paper discusses the strategic management theories of domestic and abroad, and analysis the development situation of the cement industry of China. And then combine strategic management theories to discuss the inner resource and outside condition of the Southwestern cement company, in order to find the best strategy of the Southwestern cement company.The paper using SWOT analysis to discuss the macro environment and the industrial environment of the Southwestern cement company in this region. And then discuss the opportunities and threats which Southwestern cement company faced, then assessment the ability of the company to coping with opportunities and threats. Applying the theory of core competitive power, analyzes the theory of the core competitiveness of the company is Synergy ability and the total cost control ability. Assessment the internal and outside resource condition, the results show that the best strategy of the Southwestern cement company is strategic alliance.Since 2013, after the "12th five-year plan", the situation of the macroeconomic transform into a "new normal", the new normal is reducing the growth rate, adjusting structure and innovation-driven. Reducing the growth rate is transform the high speed of the economic growth into a medium high speed, that is keep the GDP in 7%; adjusting structure is reducing the investment rate, the growth rate of investment is thehistorical lowest level. Changing the structure of the industry and the enterprise. Innovation-driven is to pursuit the intrinsic quality and benefit of the enterprise, pay attention to the energy saving and environmental protection. The situation of "new normal" put forward more strict requirements to cement industry. The high speed and development of investment in the past, which makes China the biggest cement production country in the world. And the production of cement change from relative surplus to absolute surplus after entering the new normal. How to cut excessive industrial capacity and reduce consume in cement enterprise, will be the only way to survive of the cement industry in the future.Although China's cement consumption peak has passed, the 7% GDP growth of 8-9 years in the future will benefit the cement industry. Therefore, how to make a choice for the company when facing difficulties is particularly important. This paper is an attempt to put forward the strategic objectives, strategic planning and strategy implementation steps and safeguards for the cement industry, based on the strategic management theory in a series of discussion and analysis, take for example of Southwestern cement company, which will provide the theoretical and practical basis for the cement company to get out of trouble and make profit early.From the point of view of strategic management, in overall view, this paper puts forward the exploratory suggestions on the coordination strategy between enterprises in the cement industry. By the premise of the economic downturn, if only rely on lower prices to survive, will eventually lead to "Either low quality lead consumer into victims, or low price lead factory loss production", as "prisoner" trapped in prison, because only pay more attention to own interests of the individual (enterprise), and damage the interests of others. Which will makes none of them leaving the prison, and fall into the "prisoner's dilemma". Complete market price competition will lead the price into "dumping". Therefore, the enterprise alliance strategy of the industry is the right choice of the company, in the condition of industry surplus and the disorderly competition of the market.At the beginning of the initial of Southwestern cement company, the company realized that the characteristic of the cement industry in Southwestern region is overcapacity, low level of the industry concentration, competition disorder, lack of the industry leader. And then the company play a role of central enterprises backbone and leader, accelerate the integration into joining company, expand the scale by recombination, make value creation by management synergy, make the company bigger and stronger, strengthen the communication and cooperation with other enterprises within the region, driven the development of other different ownership enterprises.