Research On The Strategic Transformation Process Of Enterprise Groups And Their Effects

With the acceleration of the global economic integration process and the advent of the information technology revolution,the world industrial structure is facing a new adjustment and upgrading,the business environment have undergone unprecedented changes.The domestic market goes into the lower reaches of the contradiction between the prominent industrial structure.Environmental problems become increasingly seriously.Domestic enterprises only compete with international enterprises,but also are facing the domestic industry restructuring,upgrading challenges.With The State Council Executive Meeting putting forward the concept of "strategic emerging industry",the government work report put forward "to strengthen the supply side of the structural reform.Enhance the momentum of sustained growth" to institutional innovation to promote new technologies,new industries,rapid growth,Service industry and other emerging industrial clusters.Make the use of information networks and other modern technologies to promote management,marketing model changes.In the face of China’s current economic restructuring of the industry environment and economic pressure in the new form of enterprise transformation is the trend,the strategic transformation of China’s enterprises in the current complex environment for transformation and upgrading to provide a broader idea.This paper begins with a brief description of the strategic transformation of case companies,including case studies.Then,the case analysis is carried out,and the theoretical model is used to analyze the strategic transformation of case enterprises.Based on the framework of strategic transformation from the perspective of cognitive environment,from the external environment,management cognition,management behavior and strategic content change,Strategic transition process analysis.Finally,we use the Balanced Scorecard to study the strategic transformation of case enterprises from customer dimension,learning and growth,financial dimension and internal business process,and analyze the case transition from financial and non-financial performance comprehensively.The conclusion is that,regardless of the type of strategic transformation,will be to a certain extent and increase operational risk.It is recommended that enterprises in the financing strategy for new energy vehicles need to be cautious,to consider and pay attention to investment Risk,speed up the pace of development.In the aftermarket,planning for the construction of the sale of outlets,scientific layout,strengthen control,improve resource integration efficiency,reduce management costs.Make full use of the Internet platform to promote after-sales service,second-hand car and parallel import car business.Make more service types so that becoming a truly interactive on line and offline.