Research On Y Company's Competitive Strategy

The post-financial crisis period brought a new round global wave of industrial transfer, among which service outsourcing industry shift became a new bright spot. As a significant part of service outsourcing industry, the call service outsourcing has been confronted with a great market space and development opportunity. For China's call service outsourcing companies, how to grasp the opportunity to expand business, and take a place in the world market will be a problem worthy of studying.Concentrating on such domestic and overseas high-end industries as communication, banking, insurance, security and government, particularly on the top 500 global corporations and multinational enterprises, Y Company has been majoring in call center service outsourcing, providing some service outsourcing and value-added services such as call center outsourcing services, software development, data processing, electronic commerce and other BPO process outsourcing. Y Company has been developed as one of the largest call outsourcing service enterprises nationwide. Under the favorable situation of good opportunity and government's priority on it, the company should grasp the opportunity, deal with challenge and build its capacities. Making use of scientific theory of enterprise management and strategy analysis tools, the company should decide its competitive strategy, make its specific measures and strengthen its competitive ability on the basis of comprehensive analysis of its external environment and internal conditions.In view of external environment of politics, economy, technology and culture, call center service outsourcing, a kind of manufacturing service, enjoys supportive policy from government. With the economic development policy of "Transfer mode, adjust the structure", our government attached great importance to service industry's development and worked out a series of industrial policy to support service outsourcing. The company is located in T city, the northwest of Shandong province, which is perfect in infrastructures with political stability, economic prosperity, developed traffic. Shandong also is the hometown of Confucius and state of ceremonies. Good traditional cultures cultivated its local staff into hospitality, gentleness and Service excellence, thus providing excellent human resources for call services. The local government in T established a service outsourcing demonstration park where Y Company constituents a major part. Also, the great economical potential, college rich resources help the company enjoy the cost and human resources advantage. In view of internal conditions, the company has developed its operating model on such value chain links as organizational administration, human resources management, technology development, and marketing management. But by analysis of the present call service outsourcing's competitive structures, we can conclude some issues worthy of caring about, that is, there being some possible incomers and substitutes, the buyer's ability to bargain, the domestic competitor's strength. These issues urged the company make its scientific strategy, so as to improve its competitiveness, and broaden its market areas.Under the circumstances, this thesis puts forward Y Company's basic competitive strategy, guided by the competitive strategy theory of Michael Porter and by using SWOT analytical method to extract the key elements affecting its development: Dissimilation strategy with cost leadership strategy aided, that is, the company should carry out the dissimilation in service and brand, strive to expand its service, and reduce its operating and managing cost by selecting proper management places. Strategy implementation measures are also suggested:firstly, perfecting organizational structure, which means to establish psychological counseling and training department, and divide marketing department into customer service department and sales department; secondly, further mining enterprise culture connotation, deeply exploring binding point between enterprise culture and staff overall demand, concluding easily understood enterprise's culture slogan, and increasing staff to the enterprise culture identity so as to raise their execution; thirdly, deepening financial budget management, which refer to reducing operation costs by regulating budget, and strengthening capital operation to realize seeking financing by listing on the stock market; fourthly, intensifying efforts to introduce technology talents especially in technology innovation and marketing management, and improving the enterprise's talent density; fifthly, regulating personnel training, and further perfecting training model for first-service personnel; finally, enhancing enterprise's marketing ability, and continuing to expand its business scopes.