A Study Of Competitive Strategy For The Small-Sized Scientific And Technological Seed Enterprise Of China

Agriculture, the most antique industry in human history, enlightens thecivilization of the world. Seed, the wick of the kindle, serves as the key recoursesof the evolution of the agriculture industry.How to managing the enterprise strategy and how to reap the strategicbenefits are the key issue for most top managers. This article aims to address thestrategy issues concerning the strategic management in some small-sized seedtechnological enterprises in China and such study may leads to insight of nicheand provides empirical case study of strategy implementation in such enterprisesin China. In the first chapter, the whole background of seed industry will bedescribed, and especially in the Chinese seed market. In the second part of thearticle, three representative cases will be studied, including chunyu, mangzhong,and choushi. The direct interview with top management team will be conducted,and second hand data as sale-revenue, marketing plan, accounting and finance andinvestment in R&D will be collected and examined for the consequent discussion.As result, it will be argued that three company adopted different strategiesaccording to their dynamic internal and external contexts that they competed in,and they might modify their strategy as the development of the enterprise andmarket.Taking reference from three typical enterprises' related data, associated withtwo major schools in economics on enterprise competition strategy—structureschool and resources school, this Article summarizes the types of competitivestrategies of our country's small-sized scientific and technological seed enterprises.This Article raises two optional strategies applicable during the newly arisingindustry period—resource occupation strategy and uniqueness strategy, and twooptional strategies applicable during the mature industry period—corecompetencies object-focus strategy. Finally, this Article directs at various issues ofthe three typical enterprises and points out concerns to take care of in theimplementation of the four types of strategies.