Case Analysis-Strategic Transformation Of Midea Microwave Oven

Over the past30years, China rely on low-cost advantage to promote the global homeappliance manufacturing industry to China’s transfer, China become the global homeappliance manufacturing center. Domestic household electrical appliance enterprisesgenerally lack core technologies, rely on cheap labor, the price war, imitation productsdesigned to obtain market, fierce competition in the industry, excess capacity, price, product/marketing homogenization phenomenon is very serious. With the escalation of domesticresource costs rise sharply, the appreciation of the RMB and the transformation of domesticconsumption, the domestic home appliances manufacturing enterprises to obtainsustainable competitive advantage, seek new development path, move towards thetransformation of the road.This paper uses the method of case study describes the transformation of Mideamicrowave oven by entering the stage of "low cost competition strategy, scale" to"differences" of competitive strategy, the transformation from "low" to "high-end", thewhole strategy by the industry "followers" successfully upgraded the industry "leader" of thetransformation the implementation process. Cultivating the core competitiveness, theimplementation process of transformation of the competitive strategy of the microwaveoven for beauty and the establishment of organization, system, process of cultural changeand commitment of resources of Midea microwave oven how to successfully transition.Through the analysis of the case summary: first, the author puts forward the strategictransformation of enterprises is a gradual process of transformation; second, corporateculture and strategic influence each other, to ensure the benign interaction between theenterprise culture and the new strategy is an important guarantee for the success ofstrategic transformation. The new strategy third, enterprises must accurately fit changetrend of the external environment, and provide the basis to implement internal resources fornew strategy, accurate assessment of the internal and external environment is theprerequisite for successful strategic transformation. Fourth, the essence of strategictransition is to cultivate and the conversion of enterprise core competitiveness of theprocess. Fifth, which matches with the strategy, organization system, process change is the basis of successful transformation, is the carrier to build the core competitiveness ofenterprises and the cultivation of strategic transformation; sixth, reasonable matchingresources, build and cultivate the core competence of the new process is a continuous inputof resources, at the same time, to match the input and strategic focus resources through thestrategic management of powerful.