The Construction Of The Development Strategy Of K Company

China nonferrous metals industry in 2016, the key point in the forbidden, structural adjustment and, back, turn, several aspects, such as reduction, firstly, to prevent the domestic non-ferrous metal smelting and processing industry in the field of blind expansion, but also enhance the ability to participate in market competition. In the process of industrial structure adjustment for long-term losses and profitable enterprises with no hope of integrating, structure of assets and restructuring in the form of marketization, the rational allocation of resources, the reverse of enterprise management. Now due to the influence of various factors and risks, in the challenge for the nonferrous metals industry is more and more big, resulting in the industry transition for the difficult times. Based on this kind of environment pressure, non-ferrous financial processing enterprises only by constantly to internalize, to deal with the same industry at home and abroad, and strengthen enterprise management faced all kinds of pressure.Considering the demand in the economic transformation under the new normal in our country, to face the plight of the non-ferrous metals industry currently as the forerunner, the comb and absorb all kinds of strategic management research at home and abroad, on the basis of the theory of introducing the case of K company as the analysis object, the enterprise management strategy has carried on the detailed practice of the present study, need to be adjusted, the necessity of planning and strategic management, and to explore the present in enterprise management and deficiency existing in the strategy formulation process, on the basis of porter five competitive model of K company’s internal and external environment analysis, using the SWOT model analysis of K company is now in the competition, the advantages and disadvantages in the opportunities and challenges, on the basis of the exploration on the concept of sustainable development, in contrast, K company strategic planning, strategy implementation, strategic control and corporate culture, performance management, budget management on its current development strategy formulation. Current K company engaged in the industry have the characteristics of high barriers to entry, most of the products do not have alternative, especially in the import and export trade of non-ferrous metals must obtain special permission from management to conduct the relevant operation within the specific industry, the current overseas suppliers of goods in terms of resource supply, by contrast, average do not have to with upstream suppliers and downstream customers bargaining ability, so compared with competitors do not have the competitive advantage in terms of industry competition, had limited effect on the development of K company.In K company’s strategic development put forward the integration strategy, sharing type diversification strategy and diversification strategy, management mode, and to enhance the overall competitiveness of the enterprise operation and management decision in strategic management using win differentiation and cost leadership strategy, so as to give full play to the resource advantages of the enterprise, to prevent external interference, cling to era lifeline and opportunities for development, and sustainable profit for the company’s long-term development. In order to achieve the overall goal for the development of the company, K company also pay attention to personnel training, implement the strategy of talent, attention to human resource management, realizes the resource integration and organization reconstruction, from the aspects of enterprise culture construction to enhance team cohesion and loyalty, won the outstanding achievements.