CC BY
2
УДК 334.7
STRATEGIC ALTERNATIVES AT THE STAGES OF THE LIFE CYCLE OF AN INTERNATIONAL COMPANY
Fu Renjie Scientific supervisor - E.V. Sumina
Reshetnev Siberian State University of Science and Technology 31, Krasnoyarskii rabochii prospekt, Krasnoyarsk, 660037, Russian Federation E-mail:1291544902@qq.com
From the perspective of enterprise life cycle, this paper analyzes the internal and external environment faced by enterprises in different stages of development, applies the views and methods of strategic management, and proposes an adaptive and realistic method of enterprise strategy selection, so as to improve the vitality of enterprises and solve the development bottleneck.
Keywords: enterprise life cycle, strategic management, strategic choice.
СТРАТЕГИЧЕСКИЕ АЛЬТЕРНАТИВЫ НА ЭТАПАХ ЖИЗНЕННОГО ЦИКЛА
МЕЖДУНАРОДНОЙ КОМПАНИИ
Фу Жэенцзе Научный руководитель - Е.В. Сумина
Сибирский государственный университет науки и технологий имени академика М. Ф. Решетнева
Российская Федерация, 660037, г. Красноярск, просп. им. газеты «Красноярский рабочий», 31
E-mail: 1291544902@qq.com
Анализируется внутренняя и внешняя среда с точки зрения жизненного цикла предприятия, особенности с которыми сталкиваются предприятия на разных этапах развития, раскрываются взгляды и методы стратегического управления, а также предлагается адаптивный и реалистичный метод выбора стратегии предприятия, позволяющий повысить жизнеспособность предприятий и решить узкие места развития.
Ключевые слова: жизненный цикл предприятия, стратегическое управление, стратегический выбор.
The world is developing, everything has a life cycle of development, even the enterprise is not an exception. The enterprise is like the living body, will experience from the low-level development to the high-level, from the naive development to the mature law. Enterprises have their own birth, growth, maturity and demise of different stages of development. The life cycle theory of enterprises will affect the development of enterprises. The "life cycle of an enterprise" refers to a process that includes the birth of the enterprise, its growth, growth, aging and even death [1].
Актуальные проблемы авиации и космонавтики - 2020. Том 3
First, at the first stage, the goal is that know about the strategic choice of the enterprise in the growth stage.
In the growth stage, the enterprise from the dream to reality, and has a preliminary development, but because just started a business, the competitiveness of the enterprise is still very weak. At this stage, as the leader of the enterprise, the realistic strategic problems need to be solved include: first, which industry shall we enter? Second, what kind of products and services are we going to do? Third, how can we cooperate and compete with other enterprises? Fourth, how can we gain competitive advantage in this competition? The first question can be broken down into: which industry can we enter? Which industry can we enter? The former is mainly from the analysis of external environment, especially the analysis of customer value, to find the entrepreneurial opportunity; while the latter is mainly from the analysis of their own resources and capabilities, positioning their own advantages and disadvantages, to find the entrepreneurial opportunity. To solve the second problem is that there are two sets of ideas, one is from the inside out, in selected a good career in the field, on their own thinking, according to its own resources and ability to develop products and services: the other one is from inside extroversion, in selected a good career in the field, customer-focused thinking, according to customer requirements to develop the corresponding products and services. The third question basically covers three situations: one is when we should cooperate with our opponents; the other is when we compete with our opponents and how we compete; the third is how we should both compete and cooperate at different times, at different places and at different levels. The fourth question is the core issue of the strategy in this stage, that is, what strategies should the enterprise adopt to compete with the competitors, how to take advantage of the development [2].
The second is the strategic choice of the growth stage.
The enterprise entry strategy: the enterprise entry strategy should consider the industry that the enterprise is established and will enter. The enterprise must make use of its own resources, capabilities and the characteristics of opportunities brought by the environment to clarify the mission and objectives, the scope of business to be engaged in and the customers to be served.
Specialized business strategy: generally, enterprises tend to adopt specialized business strategy at the beginning of their establishment, in which all resources are concentrated on a single business, such as a single product, a single production line, or a single technical field, in order to seek the survival and development of enterprises.
Cost leadership strategy: cost leadership strategy refers to the strategy that enterprises discover and explore their own resource advantages to emphasize the production scale and sell standardized products, maintain the overall cost leadership in the industry, and price the products with the lowest price in the industry.
Strategy implementation: the organizational structure of the enterprise will face the transformation from centralized linear functional system to decentralized divisional system. In the process of building the organizational structure, it is necessary to reasonably divide the responsibilities, rights and interests of each level of the enterprise and fully mobilize the enthusiasm of the middle and grassroots level, which is also the key to the success or failure of the enterprise strategy implementation in the growth stage [3].
These strategies are mainly applicable to the growth stage of the product life cycle, which is the early stage, so the focus is on providing a good foundation for the development of the organization.
The third is the strategic choice of the mature stage.
Integration strategy: integration strategy refers to the enterprise in order to expand the development, in order to strengthen its market position and competitive advantages in the industry along the downstream industry chain up and level constantly extend its scope of business activities, including horizontal integration and vertical integration and horizontal integration usually refers to the enterprise merger or acquisition of similar products production enterprises to expand the scale of business growth strategy.
Diversification strategy: diversification strategy refers to a development strategy in which an enterprise simultaneously operates two or more products or services with different basic economic USES. This strategy tries to add different products or different business units in the existing enterprise, so as to enable the enterprise to engage in a wider range of business operations.
Finally, the strategic choice of enterprises in the aging stage.
Abandonment strategy refers to the wise assessment of the internal and external environment of the enterprise. It refers to the transfer, sale or cessation of operations of one or more major divisions of the enterprise. This department can be an operating unit, a production line or a business unit. The abandonment strategy, whose goal is to clean up so that limited resources can be used to operate more efficient businesses and thus increase profitability, usually encounters some resistance during the implementation of the abandonment strategy, including: structural or economic resistance, corporate relevance resistance and management resistance.
Alliance strategy: strategic alliance refers to a loose cooperation mode in which enterprises, in order to achieve the strategic objectives of common market and common resource use, form complementary or complementary advantages, share risks and horizontal two-way or multi-directional flow of production factors through various agreements and contracts. The advantages of strategic alliances are to enhance the core competitiveness of enterprises, achieve strategic diversity, promote research and development, and prevent excessive competition [4].
The strategic choice in the aging stage is to stop the loss in time and provide a good environment for the next organizational development, As long as the strategic choice of the aging stage is to stop the loss in time, for the next organizational development to provide good environmental conditions, is very necessary.
In general, this paper introduces the theory of enterprise life cycle into the choice of enterprise strategy. On the one hand, it adds a scientific dimension to the strategy formulation, so that enterprises can formulate a scientific development strategy; on the other hand, it also makes enterprises consciously use the theory of enterprise life cycle to avoid traps, so that enterprises can grow healthily.
References
1. Wang Fanghua. Strategic management of enterprises, Fudan university press. 2015.11. P76-83.
2. Ying Jun wang. Strategic management, Tianjin: Nankai university press. 2013. The P91-95.
3. Liu Hongqiang. Dell marketing, Beijing: economic press. 2016. P113-119.
4. Chen Xiaoqiang. Management of Chinese multinational corporations, Beijing: China financial and economic press. 2015. P216-223.
© Фу Жэенцзе, 2020
