| After 40 years of transformation and development, Taiwan is facing a transition that is purely domestic-oriented industries have begun to face the international competition; stone industry is a typical example. Today stone industry in Taiwan is experiencing a lot of operational bottlenecks, such as the lack of international marketing experience and abilities, the weakness and decentralization of the industry capabilities which is waiting to be integrated, the intense price competition caused by the saturated domestic market, the imbalance of production and sales caused by the lack of sound distribution channels, the stronger pressure in stone industry after Taiwan entered into the World Trade Organization.Rapidly changing domestic and international environment, the tide of liberalization and internationalization, both of them bring infinite opportunities and severe challenges to the business community; industries grow and decline rapidly, which request business leaders must be more in-depth thinking about the direction of the future development of enterprises; social environment, legal environment and the wider application of information technology, changed the basic "rules of the game" in many industries, which are so different from the past. These trends have forced the enterprises to attach importance to changes in strategy. If the enterprises want to win and make a foothold in the industry, its strategy must cater to the requirements of the competitive environment and be able to create a competitive advantage, which is also the key to the success of an enterprise. Considering of all these above, the paper take W company in Taiwan as an example to analyse various of literature and related statistical documents from the angle of strategic planning, in order to make contribution to the stone industry.In the Paper, the author introduces some basic concepts, such as strategy, competitive strategy and competitive form. After analyzing the status of development of the industry, the author conducts the SWOT analysis and industry analysis, which combines the organizational structure of enterprises. On this basis, the author puts forward a long-term strategy and specific competitive strategy for W company, followed by certain ways and steps of implementation. The full text is divided into six parts:Introduction briefly describe the author's purposes and steps of this resesrch.Chapter I mainly analyse the development history and the existing problems of W company, which is reference to the stone industry.Chapter II introduce the strategy and its basic theory. The author analyses the impact of each procedure on the actual management from strategic management point of view. On this basis, the author introduces " blue ocean strategy", and adapts it to the stone industry in Taiwan.Chapter III, the author conducts an in-depth analysis of the stone industry in Taiwan. The autor discuss the status of Taiwan's stone industry from four aspects, which are the overall situation of the industry, supply, demand andcChapter IV, the author analyses the competitive ability of W company. Through SWOT analysis and five forces model analysis of W company, make sure its own advantages ,disadvantages,and the opportunities, threats,which exist in the external environment. All of this analysis make a foundation of stategy choice for W company.Chapter V focus on the choice and implementation of strategy in W company. The author puts forward the company's long-term strategy and specific competitive strategies, followed by certain ways and steps of implementation.W is representative to a large extent in Taiwan stone companies; because it has the middle scale of operation and the external resources are limited. Through the strategic research of W company,I hope that the stone companies could achieve a certain degree of reference. |
