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Research On The Development Strategy For Guangdong Stiger Electronic Technology Co., Ltd.

Posted on:2024-01-05Degree:MasterType:Thesis
Country:ChinaCandidate:F B LinFull Text:PDF
GTID:2569307067456964Subject:Business Administration
Abstract/Summary:
China’s electronics industry is an important strategic industry in China’s national economy,and the power supply industry is an important part of China’s electronics industry,and it is also a sub-industry with strong international competitiveness.Guangdong Stiger Electronic Technology Co.,Ltd.(hereinafter referred to as "Stiger Electronics")is located in Guangzhou City,Guangdong Province,belongs to Stiger Group,is a small and medium-sized high-tech enterprise integrating R&D,production and sales of power products.It has successively won the honorary titles of "Guangdong High-tech Enterprise","Guangdong Famous Brand Product","National 4A Standardization Good Behavior Enterprise","Guangdong Top 500 Manufacturing Industry" and so on.At its peak,it has more than 1,000 employees and an annual output of nearly 15 million units of various power products.Since its establishment in 2008,the company has been focusing on the customized research and development,production and sales of mobile phone fast charging chargers,notebook adapters and other power products.Stiger Electronics adopts a flexible production model of customer customization,multi variety,small batch,and zero inventory.With its rapid response to customers and the market,it has established a good reputation and achieved good results in the market,especially in the overseas e-commerce market in recent years,paving a successful path to serve the cross-border e-commerce segment market.However,it also faces problems such as a single market,single customers,single products,and low R&D incubation rate.In 2021,there was a store closure event on the Amazon platform for Chinese sellers,and many cross-border e-commerce products such as Zebao,Aoji,Patuosun and so on were successively removed from the Amazon platform,and some companies were close to bankruptcy because of the rupture of the capital chain.Some of the leading e-commerce companies happened to be customers of "Stiger Electronics",which had a great impact on " Stiger Electronics",and the company’s turnover fell by more than 60% that year.How to get out of the predicament?Formulating a set of strategic plans suitable for its own development is the focus of "Stiger Electronics" current research.This paper first identifies several problems that the company urgently needs to solve and analyzes their causes.Apply the theoretical knowledge and analysis tools related to enterprise strategic management,conduct a comprehensive analysis of the company’s internal and external environment,with the help of SWOT model,fully understand the internal advantages of the company,such as strong team cohesion,strong internal adjustment ability,standardized and flexible process management;And internal disadvantages include a shortage of marketing talents,a single marketing model,a single product line,and high product costs;And external opportunities such as strong social demand,opportunities in the large screen smart power market,and abundant human resources;External threats such as shortened product iteration cycles,fierce competition among peers,and market disruption caused by counterfeit products.By sorting out various strategic combinations,it is concluded that Guangdong Stiger Electronic Technology Co.,Ltd.should choose the WO strategy,reverse internal weaknesses,supplement weaknesses,seek external opportunities,reduce design costs,operating costs,and manufacturing costs,open up mid to low end markets,meet customer needs,and strive to expand its business scope,achieve organic unity of the company’s economic benefits and scale index.In addition,I hope that power manufacturing enterprises similar to "Stiger Electronics" can obtain useful information from it,and I hope this study can contribute to the healthy and sustainable development of the power industry.
Keywords/Search Tags:Power supply manufacturing, Business environment, Strategic choice, Strategic implementation
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