The Research Of The Second Venturing Strategy Of The Qy Company

Accompany with the further integration of China’s market environment and theoperation trend of global economics, with the continuous deepening of integrationprocess of global economy and technology, the survival environment andcompetition pattern of Chinese enterprises are facing constantly undergoing intenseand deep change. Darwinism tells us that "Be able to survive and multiplycontinuously, not the most powerful and intelligent species, but those who have thestrongest ability to adapt."Therefore, as the market has become complexincreasingly, when it was under intense competitive environment, how to build thestrategy to adapt to the external environment and their own characteristics andconstantly adjust and innovate themselves in align with the changes of externalenvironment has become a key and the most important issue of those entrepreneurialenterprises can survive in the long term and develop sustainable, especially for theentrepreneurial small and medium enterprises. The theme of Strategic EnterpriseManagement revolved around4aspects:“who am I, what to do, who to do, how todo”. To build the core competitiveness gradually by finding the accurate marketpositioning and allocating resources effectively according to the interact change ofinternal and external process, while examine the internal and external environment,and improve the core competitiveness levels accordance with the change of market,the enterprise is able to gain sustainable competitive advantage.Firstly, this paper reviewed part of important theories about diversificationstrategy and entrepreneurship strategic management. On the basis of predecessors’research results, combine with the actual business background of QY firm, authorwill explore and research the development direction and strategy missing in the nextphase, aiming at the successful startups experiences in the trading business of thesecond-hand analysis instruments. Through the comprehensive description ofinternal ability and external environment of QY company in startup and eachimportant development stage, and take advantage of SWOT, Boston and EFIquantitative analysis methods such tools, author analyzed the change of each internal and external element, business boundaries and the improvement of corecompetitiveness. Summarized and proposed one development path of QY firm that“Find opportunity, catch opportunity, build core competitiveness, examine change ofelements and enhance core competitiveness.” It is confirmed the necessity andfeasibility of diversified business strategy, although the company’s scale is small.Meanwhile it helped to find the theory support for the internal discussed question“whether to continue this diversified business development mode”. Authorconfirmed the necessity and urgency of the second time startups of QY firm,combined with related research results on the theories of corporate life andtransformation theory. While the research indicated the second time startupsdirection, implement approach and time which focus on the main line “enhancing thecore competitiveness”.After confirmed the development strategy path and specific time, how to makethe whole team implement this unified strategy system efficiently is quite importantand significant which determined the success or fail of QY firm’s second timesstartups. Only make the internal subjective initiative be in order, QY can stand firmlyin this rapidly changing environment. Now QY is standing in the second timesstartups crossroad, the internal unify is the most important factor which determinethe ability of QY firm move forward. Therefore, author stood in the top managementpoint of view, put forward specific reform measures from profit distributionmechanism, products and organizational structure, corporate ownership of thesethree aspects, to ensure the second time startups can successfully start and the teamcan move forward continuously.