A Strategic Environment External Environment: Opportunities Outweigh Threats Internal Environment: Disadvantages Outweigh Market Potentials and Business Risks Coexistence Market potentials are mainly examined from three aspects: industry life cycle, market prospects and market volatility. Survey shows that the vast majority of enterprises that the domestic machinery industry is currently in its growing or maturing period, generally on the rise. In contrast, most of the foreign machinery industry is in maturity, some industries have entered a recession. As China's machinery industry has greater potential for market growth, leading foreign machinery industry enterprises will seize the growing machinery market in China. And when the total market tends to be stable, the competition will be white-hot business. Most companies believe that China's machinery industry is currently in the stage of larger market volatility. The analysis shows that the market volatility of China's machinery industry is basically the same as that of the foreign machinery industry, which is one of the main sources of business risk. Market Segmentation with Three Kinds of Competitive Structure Market competition in China's machinery industry is mainly characterized by three types of competition: complete competition, monopolistic competition and oligopoly. Among them, 59% are in perfect competition, 15% are monopolistic competitions and 26% are oligopolies. Although China's machinery industry is dominated by complete competition as a whole, there is a big difference in specific industries. For example, 57% and 50% of the enterprises in the field of agricultural machinery manufacturing and heavy mining machinery think they are in an oligopoly. In the machine tool manufacturing industry, they think the industry is in perfect competition, monopolistic competition and oligopoly Of the enterprises each accounted for one-third; electrical and electronic manufacturing industry, 77% of the enterprises that they are in a fully competitive landscape. Internationalization The impact of the internationalization of domestic enterprises in the industry can reflect the attractiveness of the industry, maturity and competition status. From the perspective of the international operation of domestic machinery manufacturing enterprises, the trend has been more obvious, indicating that China's machinery industry already has some economic and technical strength and a certain degree of international competitiveness. With the getting lower and lower barriers to entry into our country, foreign companies are entering the machinery industry in China in large numbers, and the domestic enterprises to form a greater impact, especially in the technical content of the product market. Five kinds of competitive strength uneven In this survey, the use of five competitive models of the machinery industry's five kinds of competitive pressures were analyzed. The five competing strengths are: Existing competitors in the industry, alternatives, potential entrants, suppliers and customers. Analysis shows that in the machinery industry, the biggest competitive force comes from the customers, showing that the pattern of China's machinery industry buyer market has been formed. The second most competitive force comes from existing competitors in the industry. For enterprises, to enhance the technical strength, and according to the actual situation of strategic positioning has been urgent. The third most competitive force comes from suppliers. The impact of the supplier on the enterprise is reflected in two aspects. First, whether the required factors of production can be provided on time, on quality and on an amount basis according to the requirements of the enterprise, which affect the maintenance and expansion of the production scale of the enterprise; secondly, The price required, which to a considerable extent determines the level of production costs, thus affecting the profitability of enterprises. The less competitive are potential entrants and substitutes, both of which have little impact on China's machinery industry. The macroeconomic policy has had a huge impact on the economy. According to the survey, the macroeconomic policies most influential on machinery industrial enterprises are the macro-control of the country, followed by the reform of state-owned enterprises, accession to WTO and the development of the western region and the rejuvenation of the old industrial bases in the northeast. Price is no longer the focus of competition Competitive priority, also known as competitive items, refers to the importance of the various elements (characteristics) of a business or its products in the process of winning a customer's order. In the survey, the CCP set 11 key competition items, which are in order of importance: product quality, corporate brand and overall strength, service, product design, on-time delivery, faster delivery, new products, product varieties, environmentally friendly products, Order flexibility, price. The above investigation shows that under the condition of low labor cost in our country, the selling prices are usually able to meet the expectations of consumers and are no longer the focus of competition among enterprises. At the same time, it also shows that the model of low-cost mass production based on economies of scale has become less and less necessary for the times. In addition, the survey on the key items of enterprise competition in the next three years shows that the degree of importance has not changed much, and the quality, service and brand are the main ones. Significant advantages and disadvantages of domestic and foreign enterprises survey clearly involved a total of 16 competitive advantages and disadvantages, focusing on analysis of China's machinery industry advantages of foreign competitors and major competitors compared to the competitive advantage and competitive disadvantage. In terms of labor cost, selling price, after-sales service, customer relationship and supplier relationship, Chinese enterprises are at a distinct advantage. In terms of marketing ability, purchasing cost and delivery time, Chinese enterprises are basically the same as those of foreign competitors. In terms of brand value, product technical content, product quality, scale effect, production efficiency, technical level, research and development ability and staff quality, our enterprises are at a distinct disadvantage. Overall, China's machinery industry compared with foreign companies at a clear disadvantage. B STRATEGIC STRATEGY Low-cost strategy favors deflationary strategy Exclusion To create and exploit a competitive advantage in a particular area of ​​competition, firms typically choose between three basic competitive strategies: cost-leadership strategy, differentiation strategy, and concentration A little strategy. In the survey sample, 68.5% of companies use leading cost strategies and 75.2% in the next 3 years, 69.4% use differentiated strategies and 72.6% in the next 3 years. Enterprises that use the same strategy 69.4%, no change in the next 3 years. Compared with the three kinds of strategic modes, the cost-leading strategy will be the most valued in the future. Strategic Differences in Domestic and Foreign Businesses Strategic Stance At the current strategic starting point, all strategic units in an enterprise determine the direction of resource allocation and business development within the strategic planning period. Enterprises and their strategic units can adopt four kinds of strategic situations: the stable strategy, the growth strategy, the deflationary strategy and the hybrid strategy. In China's machinery industry enterprises, the adoption of the four strategic situations varies greatly. 71% are growth strategies, 13% are stable, 2% are deflated and 14% are hybrids. In foreign enterprises, the use of hybrid strategy is relatively high, and the application of simple growth strategy and stable strategy is relatively low. Nearly 40% of companies using hybrid strategies apply a deflationary strategy to some of their business units, much higher than China. On the one hand, this shows that the market for foreign machinery and industrial enterprises is not optimistic. On the other hand, it also shows that the strategic behavior of foreign enterprises is more rational. In the next three years, there will be more mechanized industrial enterprises in our country to use a hybrid strategy, and enterprises adopting a stable strategy will be greatly reduced. The increase in the proportion of the hybrid strategy is a necessary response to greater volatility in the market. Because large business enterprises may have more business units and different business units face different market conditions, different strategies must be adopted for the specific situations of each business unit, and the overall business strategy is mixed. Integration and diversification strategy Coexistence of machinery industry advantage Enterprise application integration strategy accounted for 56.5%, the relatively high degree of application, and the proportion of applications in the next 3 years will be further increased to 62.6%. At this stage, the proportion of the three basic integrated strategies such as backward integration, forward integration and horizontal integration is roughly equal. The proportion of the three kinds of integrated strategies will be increased in the next three years, while the proportion of horizontally integrated strategies will increase the most. From this we can see that the machinery industry is facing a process of "reshuffling" again during the transition from the growth phase to the maturity phase. Large enterprises should expand their scale and market share by merging small enterprises in the same industry. The overall diversification strategy is currently highly applied, reaching 88.7%. Although the application of diversification strategy will slightly decline in the next three years, it is still at a high level. Among the three diversified strategies of horizontal diversification, related diversification and non-related diversification, horizontal diversification has the highest degree of application with a rate of 73.9%, while the lowest degree of non-related diversification is only 14.8%. This is corresponding to the strength of China's machinery industry enterprises, because the level of diversification is low, is China's machinery industry dominant enterprises diversification strategy of the main choice. C strategic misunderstandings strategic misunderstandings will affect the healthy development of China's machinery industry. There are deviations in the strategic positioning. Survey results show that 49% of enterprises place their position in the market competition as leaders and challengers, and only 51% Positioning follower and fill-in position. In developed countries, however, only a handful of companies are positioning themselves as industry leaders and challengers, and most businesses are positioning themselves as followers and complements. There are so many enterprises that consider themselves leaders and challengers in the industry, to a certain extent, reflect the misunderstanding of the strategic positioning of Chinese enterprises. For an enterprise, this may lead it to adopt an incorrect competitive strategy and irrational allocation of resources. As far as the industry is concerned, it will lead to more competition among enterprises in the same trade and disrupt the pattern of moderate competition. The basic competitive strategy into a number of options area Including cost leadership strategy, differentiation strategy and focus on the strategy of the competition strategy is the most basic business strategy, the core strategy. The successful implementation of the basic competitive strategy requires different resources, skills, organizational arrangements, process control and innovation systems. Therefore, the choice of basic competitive strategy has significant uniqueness. In other words, only one of the three can be selected. Cost-leadership strategy and differentiation strategy, either committed to reducing costs, while reducing prices in order to expand product market share; or to provide the highest level of technology, the best quality products and excellent service. In this survey, only 26.9% of the enterprises adopted a single competitive strategy, 33.3% employed two strategies and 39.8% adopted three strategies. In the next three years, companies that adopt a triple strategy mix will surpass the sample by half. The reason why there are many kinds of basic competition strategies combined arises from the misunderstanding of some enterprises that "the diversification of basic competition strategies can better enhance the competitiveness of enterprises". Although in practice there are several companies that have mixed strategies and succeeded, it is only a case in point. Practice has proved that while taking a variety of basic competitive strategy of the enterprise, usually in the market competition failed. Convergence of strategic choices Many domestic machinery industry enterprises did not seriously consider their market position, the competitive landscape of the industry, the key elements of competition, and invariably chose the same strategy. This convergence of strategic choices will certainly have a huge adverse impact on industry competition. In the survey, companies in the agricultural machinery manufacturing and petrochemical machinery manufacturing industries are prepared to implement the cost leadership strategy in the next three years; 89% of the manufacturing enterprises in the machine tool industry will implement the cost leadership strategy in the next three years. The result of the convergence of strategic choices will be vicious competition and industry profits will plummet. The choice of strategy basis and strategy pattern is usually based on the strategic environment, the change of competition priority, the internal competitive advantage of the enterprise, etc. However, there are still some contradictions in the process of formulating the strategy of China's machinery industry enterprises. Among the enterprises that think the main business of the enterprise is stable or declining in the next three years, 77.1% of the enterprises adopt the growth strategy. Of the companies that rank low-cost importance in the competition as a general and below, 60% still adopt a cost-competitive strategy. Clients do not regard selling prices as the main target of selecting suppliers. Enterprises are still participating in market competition with low cost and low price. How can they achieve good sales performance and enhance market competitiveness? Exclusion of austerity strategy China's machinery industry enterprises tend to focus on the "entry" growth strategy, there is little "exit" deflationary strategic choice. Although this is related to the continuous rapid growth of China's machinery industry, the psychology of "retiring" by business operators is also an important reason. They think adopting a deflationary strategy means losing managers without seeing the long-term risks of blindly enterprising. Many companies are not optimistic about the future market prospects, but still choose to use growth strategy, showing a certain degree of exclusion deflationary strategy psychology. Correlation misunderstanding of diversified strategy misunderstanding 14.8% of China's machinery industry enterprises have adopted the advantages of non-related diversification, but the implementation effect is not satisfactory, 46% of the enterprises did not achieve the desired results. This may be the reason why the implementation of non-related diversification in the next three years only increased by 0.9 percentage point. In contrast, horizontal diversification and related diversification received better results. The implementation of non-related diversification strategy, enterprises must have two basic conditions: First, have the necessary funds to enter new industries and talent; the second is the opportunity to acquire a good investment opportunities for enterprises. China's implementation of non-related diversified businesses, more than half did not implement the M & A strategy, and do not have the appropriate capital and talent pool. Therefore, it seems inevitable for machinery industry enterprises to implement the non-related diversification failure. D. Suggestions to establish and perfect the strategic management system The strategic management of machinery industrial enterprises needs to be overcome in the following aspects besides the understanding of the external environment, the choice of strategic mode and the emphasis on the implementation of the strategy: "Extra-brains" proved to be one of the important conditions for success in formulating strategic strategies with the help of "extra-brains." According to the survey, more than 90% of foreign enterprises employ external experts and consulting agencies while formulating their development strategies, while in our country, this proportion is less than 20%. The strategists of China's machinery industry are basically the top management and strategic management of the enterprise. Only 15.7% employ external experts and 17.4% hire professional consulting firms, universities or research institutes. The lack of external experts and consulting agencies to participate in the formulation of business strategy, easy to form the makers, implementers, supervisors Trinity pattern. At the same time, corporate strategic thinking is also difficult to break the shackles of the original experience, or inappropriate interpretation of market and environmental information. To have a reasonable planning period Scholars at home and abroad usually think that the strategic planning period should generally be 4 years to 10 years. In China's machinery industry dominant enterprises, 23% of the strategic planning of enterprises less than 3 years, does not meet the long-term requirements; 9% of the strategic planning for more than 10 years. If the time span of enterprise strategic planning is too long, it will lose its practical significance. To have a comprehensive functional strategy The overall strategy of a business to be implemented, it must be broken down into a variety of more detailed, more specific and more operational functional strategies and plans. China's machinery industry advantages in this area there are still many deficiencies. If we can not accurately, completely and scientifically subdivide the overall corporate strategy into functional strategies, the implementation of overall strategies will encounter many difficulties and the strategic objectives will be hard to come by. Moderate Control Strategy Implementation Strategy control includes pre-control, immediate control and ex-post control. The applications of the surveyed enterprises reached only 64.1%, 81.2% and 66.7% respectively. Although there will be improvement in the next three years, there is still a gap between the target and the target. The report argues that many problems that arise in the strategic management of machinery industry superior enterprises stem from the fact that enterprises have not yet established a sound strategic management system. To this end, the report suggests that enterprises should set up and perfect their strategic management system with reference to the following three aspects in light of their actual conditions. In terms of organizational structure, it has a clear overall organizational framework for strategic management of enterprises, with specific and clear strategic responsibilities at all levels. The establishment of a special strategic management functions, responsible for the formulation of business strategy organization, monitoring the implementation, evaluation and strategic areas of related research work for the enterprise decision-making senior staff think tank role. In the aspect of institutional flow, we must make normative requirements for the formulation, implementation, evaluation and adjustment of the overall strategy and functional strategy of an enterprise, clarify the relationship between the overall strategy and the business unit strategy and functional strategy of the enterprise, and make each aspect of strategic management concrete Responsibility can be implemented to the relevant agencies and departments. In the aspect of mechanism guarantee, we should set up a reasonable allocation mechanism of related resources such as people, property and other resources that are matched with the strategic management of the enterprise and implement internal linkage of the enterprise to ensure the effective implementation of the strategy and achieve the expected strategic objectives.
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