Research On The Development Strategy Of G Company’s Vietnamese Subsidiary Under The Background Of Industrial Transfer

With the rapid development of China’s economy and the rapid growth of labor costs,some regions can no longer meet the production needs of labor-intensive industries.The consumer electronics manufacturing industry is also gradually shifting to Southeast Asian countries such as Vietnam,which has low labor and land costs and more favorable policies.At the same time,Sino-US trade frictions continue to intensify,promoting the efficiency of global supply chain allocation to security priority,accelerating the reconstruction of the global industrial chain,and also promoting the transfer of China’s manufacturing industry.As a leading manufacturing enterprise in the field of consumer electronics,Company G has been located in Vietnam for nearly 10 years and has achieved a revenue scale of 20 billion yuan,but it has been lacking in strategic planning and development positioning.The layout of G Company’s Vietnamese subsidiaries in Vietnam is of crucial significance for the future development of G Company,and therefore is also a major challenge and topic that G Company is currently facing.Therefore,this article focuses on how to solve the problems encountered in the development of G Company’s Vietnamese subsidiary,and how to formulate and make development strategies.This paper uses the relevant theories,tools and methods of strategic management to deeply analyze the local environment of the Vietnamese subsidiary of Company G around the development strategy of the Vietnamese subsidiary of Company G,and sort out the key issues existing at this stage through the analysis of its own internal situation.The PEST analysis is used to sort out the external opportunities and threats of the Vietnamese subsidiary of Company G at the current stage,as well as the advantages and disadvantages of the company,and at the same time evaluate the internal and external key factors through the EFE matrix and IFE matrix,and finally use the SWOT matrix and QSPM matrix to score and evaluate the selected strategic plan and select the enterprise development strategy.Through research,it is determined that the Vietnamese subsidiary of G Company should choose the development strategy of international integration,build Vietnam into the second headquarters,transfer low value-added manufacturing links to Vietnam,become a major manufacturing base outside China,and establish a complete "one-stop" R&D and manufacturing service.The company has built a strategic system around functional strategies such as production and manufacturing,procurement and supply,human resource management,and information technology.With the automation,digitization,and intelligence of production as the strategic orientation,it has promoted effective procurement strategies,increased the localization strategy of human resources,and built a complete information system.At the same time,it has also proposed clear strategic implementation steps,including organizational systems,human resources Corporate culture and risk management and control provide guarantees for the implementation of the strategy,and also elaborate on the control of strategic risks to ensure the effective implementation of the company’s strategy.Combined with the strategic analysis and research of the Vietnamese subsidiary of Company G,the strategic system of the company’s future development is constructed,which points out the direction and goals for the company’s development,which will lay a good foundation for the development of Company G in Vietnam.At the same time,it also provides reference and reference for the layout of other Chinese manufacturing enterprises,especially electronic manufacturing enterprises,in Vietnam.