| In recent years,with the slowdown of China’s economic growth and the implementation of the country’s capacity-consuming and deleveraging policies,the living environment of some old industrial bases in Northeast China has been affected.Siping Blower Co.,Ltd.(hereinafter referred to as Si Gu Company)is an old factory mainly engaged in the production of various types of wind turbines.It once produced the first high-temperature fan in China and contributed a great deal to the construction of New China.Recently,due to the slowdown in economic growth,rising raw material prices,and the particularity of the wind turbine industry,most production processes require workers to participate in the model,so labor costs are high,and these factors have led to a decline in corporate profit margins.On the other hand,the four drum companies have not invested enough in scientific research in recent years,and they have been unable to stand on the heels of the high-profit wind turbine market.These problems have also caused a sharp decline in corporate profits,which has raised new issues for the development of enterprises.Faced with the pressure of economic downturn and fierce market competition,the development of Si Gu Company has encountered unprecedented challenges.How to choose a competitive strategy suitable for enterprise development to cope with the current severe challenges has become a key issue for the company’s management.This paper summarizes the existing problems by studying the development status and existing problems of the four drum companies,mainly in the following aspects.First of all,the core competitiveness of enterprise R&D capabilities is insufficient.Second,there is a problem with the corporate management model.Third,there is a shortage of talent reserve forces and the age structure of employees is unreasonable.Finally,the company’s financial situation is poor and its working capital is tight.This paper continues to use PEST analysis method to analyze the external environment of the enterprise.It also uses Porter’s five-force model to analyze the competitive structure of the enterprise.Finally,based on the internal and external environmental analysis results,this paper summarizes the enterprise by SWOT analysis.Opportunities and threats encountered in development.Through the previous analysis,this paper summarizes the strategic goals of the development of Si Gu Company,and chooses the development strategy as the overall strategy of the enterprise,and chooses the combination of low-cost strategy as the competitive strategy.The implementation measures of the strategy include: First,vigorously compress production costs.The second is to improve management levels and reduce procurement costs.The third is to strengthen fund management and ease cash flow problems.The fourth is to open up the market with new marketing methods.Finally,the safeguard measures for the implementation of the strategy are given: first,to strengthen the company’s research and development capabilities,second,to improve human resources protection;third,to promote the introduction of advanced management models,and fourth,to strengthen corporate culture and improve employee cohesion.Through the analysis of this article,I hope to help Si Gu Company to develop a complete set of corporate development strategies,and summarize the development strategy implementation methods,so that enterprises can grow and develop in the long run.At the same time,I hope to draw lessons from the formulation and improvement of other domestic wind turbine manufacturing enterprises. |
