strategic management.docx
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strategic management.docx
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strategicmanagement
1.0Introduction
IwillanalysethestrategymanagementinZhujiangIronandSteel(ZIS)Company,howstrategymanagementisusedandimplementedinZISComany,Iwillfindoutwherethegoodstrategyandbadstrategyarebyanalysis.IwillusethemarcoenvironmentPESTanalysisandPorter’sfive-forcesmodeltoanalysethiscompany,andthereisalsoaSWOTanalysisforthiscompany,exceptthis,presentstrategyanalysisisnecessaryandrecommendationisgivenforZISCompany.
1.1Companyprofile
ZhujiangIronandSteelCompany(ZIScompany)wasfoundonjunein1993withinGuangzhouIronandsteellimitedenterpriseholdinglimited(GISE)aChinesestate-ownedenterprise,itisasteelmanufacturerandproducessomekindsofsteelsheetsandplatesusedinmanufacturingcontainers,thiscompanyisfirstimportcompactstripproduction(CSP)plantinChina,itisnewhi-techenterpriseinGuangzhouwithgreatstrengthofscientificresearch,aslooneofchina'simportantprojectin95planinChina.
Mission:
Tomakeauthoritativeinformationmoreaffordableandmakeprofit
byhightechnology,anditsstrategicisvaluecreation,createmore
valueandprofitincludeseconomic,socialandenvironmentbenefit,
createbeststeelproduct.
Vision:
Dothebestteam,dobestenterpriseandmakebestproduct.LeadingCSPtechnique.
Address:
XijiPark,GuangzhouEconomicandTechnologicalDevelopmentZone,Guangzhou,China
PhoneNo:
86-20-82222396
2.0MarcoenvironmentPESTanalysisinZIScompany
2.1Politics
Chinaisacommuniststate,itsframeworkissingle-partysocialistrepublic,theCommunistpartyistherulingparty,statepowerisexistedthroughtheCommunistPartyincludesthepeople'sgovernmentandtheirprovincialandlocalcounterparts,underthedualleadershipsystem,thememberfrompeople'scongressisvotedbyvotersatcountrylevel,thecountylevelpeople'scongresseshaveresponsibilitytosuperintendthelocalgovernment,theyelectmemberstoprovinciallevel,thenationalpeople'scongresselectsmembersfromtheprovincialleveleveryyear,theCommunistPartycommitteeplayssignificantroleinselectingcandidatestothelocalcongressorhigherlevel.
2.2Economic
Chinaisoneofthefastestgrowingeconomiesintheworld,ithastheworld'ssecondlargesteconomyaftertheUS,andchina'sGDPgrowthratehasalmost10%everyyearoveraperiodofthreedecade,itis$US5.88trillionin2010,thelargestexporterandsecondlargestimporterofgoodsintheworld,andthepopulationincreaseslowlyinchina,theincomelevelofthepeopleisincreasing,theeconomicconditiondevelopwellandhasaSteadinessimproves,thecitiesaremoreindustrializedzoneinthecoastal,whileregionsinthehinterlandarenotsodeveloped,China'seconomicimportancehasgrown,inaperiodoftime,thereishealthyeconomyinChina.
2.3Social
China'ssocialisdiverse,itseconomicreformssetinthelate1970s,thereisbigpopulationinchina,therearesomesocialproblemsexistinginChina,theproblemmaycontainpoliticalsensitiveissuesmaybecensored,China'sfragilesocialbalance,exceptthis,thereisbubbleeconomyinChina,itismaybeaunstablecountrybecauseofthis,butChina'ssocietaltrendshavecreatedabalancecountry.
2.4Technological
China'sTechnologyisgrowingrapidly,anditisdevelopingandconnectedtotheglobaleconomy,technologicaldevelopmentisasignificantpartinChina,becauseitisastrategyfromthegovernment,thegovernmentinvestthehightechnologydirectly,itimprovesscientificstructuresandhavemorefundingforresearch,thereisarapidprogressineechnologybecauseofthesefactors,includinginagriculture,heavyindustryandspacescienceandsoon.
2.5Globalization
Globalizationisaprocessofrapideconomic,cultural,andinstitutionalintegrationamongcountries,theunificationisdrivenbytradeliberalization,capitalflow,technologicaldevelopment,thereisathreatfrominternationalstandards,itreducesbarriersandresultincompetitionofeconomiccompetitionbetweencountries,ithasdevelopednewerstyleoforganization,thecountrycanshareandacceptinternationalstandards,itisusefulforreducetheunemployment.Everycountryisinfluencedbyglobalization,largeorsmall,ChinajoinintheWTOin2001,Itgivessomeopportunitiesandalsohassomethreatstothecountry.
3.0Industryanalysis(ironandsteelindustry)
ThispartIwillanalyseChina'sironandsteelindustryandcomparewithglobalironandsteelindustry.
3.1China'sironandsteelindustry
PercentageofChina'sironproductionisincreasingintheword(megaton).
Source:
ChinaIronandSteelIndustryanalysisreport(2007).
Theproductionofsteelproductsisincreasingathighspeed,ittakes33.79percentageofglobalproduction,China'ssteelindustryisthefastestgrowingintheworldinpasttwentyyears,arobustmarketdemandisgoodforStimulating,thegovernmenthassomegoodcontrolpolicytocontroltheindustrydevelopment,sothisindustryhaveagoodshape,thepriceofsteeliscontinuousincreasing,andthereisgooddevelopmentinthisindustry,mostoftheChina'ssteelgiantsarestate-ownedenterprisesrightnow,theenterprisesusetechnologyandincreaseinvestmentforhightechnologydevelopment,andthegovernmenthasadjustedindustrialstructurebefore,andenterprisehassuccessfullyadjustedorganizationstructure.
3.2China'sironandsteelindustrycomparedwithGlobalironandsteelindustry
Chinahasalargeproductiononironandsteel,butitisnotasteelsuperpower,itgetslittleCompetitiveadvantageinglobalindustry,butJapan,AmericaandEuropeancountriesarebetterthanChinainsteelindustrywhateverinquality,industrialstructure,laborproductivity,technologyandsoon.
TheMaingapin:
1.Lackofresource,theresourceforsteelisnecessaryimportedinchinaespeciallyironore,
2.Thelevelofhigh-techislow,
3.Thequalityofproductisnotgoodenough,
4.Lowlabourproductivity,
5.Industrialconcentrationfarbelowinternationalstandards.
4.0Porter'sfive-forcesmodel
Porter’sfive-forcesmodel
Source:
WeiWang,PeterP.Chang,(2008)"EntrepreneurshipandstrategyinChina:
why“Porter'sfiveforces”maynotbe",JournalofChineseEntrepreneurship,Vol.1Iss:
1,pp.53-64.
Porter'sFiveForcesModelfirststatedbyMichaelPorterin1979,itisamodelforindustrycompetitionandbusinessstrategydevelopmentanalysis.Ithasaglobalimpactforbusinessstrategy.Exceptthis,itiseffectivetoanalysisthesecustomer'scompetitionenvironment.
4.1SupplierPower
Thebargainingpowerfromsupplierismainmarketofinputincludesrawmaterials,labour,component,service,Itleadstobuyer-supplierrelationshipsbetweenindustryandenterprisethatprovidethemtherawmaterialsusedtomakeproducts.ifsuppliersispowerful,theyexertaninfluenceonproducingindustry,forexample,theycansellrawmaterialsathigherprice,socangetmoreprofitsfromthisindustry.
Ironoreisamainresourceforsteelcompany,butlackingofresourceisbiggapinChina,itneedstoimporttheresourcefromtheothercountries,andthepriceofresourceincludeselectricandironorearecontinuousincreasing,thesupplierhaveastrongpowerforsteelindustry.
4.2PowerofBuyer
Thebargainingpowerfromsupplierismainmarketofinput,thebuyershaveaninfluenceonpriceoftheproducts,itisapressurefromthecapacityofbuyers,theyaskforthelowerpriceandbetterqualityproductsforinfluencingtheindustryprofit,thebuyershavetheinfluenceindeterminingtheprice.
TherearemanysteelcompaniesinChina,andmostofbuyersneedthesameproducts,thedemandforsteelisreduced,andordinaryironproductsupplyexceedsdemand,thebuyers'powerisalsostrongforZIScompany.
4.3BarrierstoEntry/Exit
Thisisathreatfromthenewcompetitors,industryprofitattractmorenewenterpriseenterintotheindustry,itdecreaseprofitabilityfortheenterpriseintheindustry,itisimportantwhetheritiseasyforanewentrytoenteranindustry.Whetherthereisahighentrybarriersandlowexitbarriers,therearebarriertonewentryintoaindustry,patentsandproprietaryknowledgetorestricttoenteraindustry,somefactorsislimitedtonewentryentertheindustry.
Thetreatfromnewentrantisnotsostrong,becausesteelindustryisdifficulttoenter,lotsofnaturalresourcesisneededforsteelindustry,andtheresourceisshortinChinaespeciallyironore,economiesofscaleisagapforironandsteelindustry.
4.4SubistituteProducts
Thethreatofsubstituteproductsissomeproductsarereplaced,becausethereare
Somesameorsimilarneedtotheenduserinotherindustry.somesubstitutesareavailablereplacedthetheoriginalthings,thebuyershavealternativestothedemand.substituteproductsisalimitationtoimprovemarginsandraisepricefortheenterpriseinanindustry.
Thepowerfromsubstituteproductsisnotsostrong,becausenotsomanysubstituteinsteelindustry,anditisnoteasyinfluencedbythesubstituteforthisindustry,theproducingstyleisrelativesingle.
4.5Rivalry
Aenterpriseneedtostrivetogetcompetitiveadvantageoverthecompetitors,eachindustryhasitsdifferentintensityofcompetitor,itisimportanttomakestrategyfordevelopment,theenterprisecanchangeprice,improveproductdifferentiation,changedifferentchannelsofdistribution,havegoodrelationshipswithsupplierstogetcompetitiveadvantageovertheircompetitors.
Thepowerofrivalryistoostrong,becausetherearetoomanycompetitorsinsteelindustry,therearesomanysteelenterprisesindomesticmarket
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