Study Of Resource-consteained Strategic Transformation Model And Its Evaluation And Election For The Productive Small-and-medium-sized Enterprises

Competition in global enterprises is aggravated by technologyrevolution and globalization. Meanwhile, China’s economy is graduallystepping into a medium-paced growth phase after a more-than-30-yearaverage growth of10percent. Traditional factors supporting growth arechanging and hence the mode of economic development alters. Facing it inthe market, a large number of SMEs set off a wave of strategictransformation for further development.This paper has discussed how to choose the appropriate direction instrategic transformation, starting from the urgent demand of restructuring inproduction-oriented SMEs. The author has explored the theories andperformed empirical analysis based on external industrial structure andinternal resource base.By reviewing the work on strategy management and transformation,the author has built a simple yet practical selection model of strategictransformation, based on theories such as Porter’s five-force model, valuechain and enterprise resources base. Three transformation models have beendeveloped, including the extension on value chain, new clients based onexisting products and new products based on existing clients, each analyzedin applicable conditions, limitations, key elements, and resourcerequirements.In addition, the paper has studied cases to testify three models andoffered further explanation for their application.The results of the paper provide a more comprehensive picture of strategic transformation for productive SMEs, which helps in their strategicdecision-making capacity and corporate operation.