Research On The Differentiation Strategy Of Energy Saving Glass Of X Company

In recent years,the energy-saving glass industry has been developing rapidly,but meanwhile,the industry faces a severe trend of product homogenization,with fierce price competition and declining profit rate.Domestically,the Low-E and other high-end energy-saving glasses are mainly produced by large glass manufacturers including Company X,Xinyi Glass,Taiwan Glass,Shanghai Yaohua,Grand Glass,Lanxing,and Qinhuangdao,etc.As a leading manufacturer of architectural glass,Company X has great influence in the industry,and its development has been relatively stable,but in recent years,its market share and profitability have not seen significant improvement.Through the analysis of the internal and external environment of the glass industry,it is foreseeable that the implementation of the energy-saving glass differentiation strategy is of great significance to the future development of Company X.How to use the advantages and external market opportunities,avoid shortcomings and external threats,and make the enterprise larger and stronger are important issues for operators.In this paper,the above facts are taken as the research background,and by applying modern competitive strategy,marketing theory,and the combination of qualitative and quantitative methods,through theoretical tools including Porter’s five forces,SWOT analysis,and differentiation strategic transformation,etc.,and by referring to the domestic environment,industry and actual characteristics of the enterprise,the study on Company X’s energy-saving glass competition strategy is conducted.First,the business development of Company X in recent years is analyzed,and the current status of the implementation of the strategy and existing problems are summarized.It is also suggested that with the changes in the environment and its situation,it is necessary for Company X to re-evaluate the implementation of the differentiation strategy.Second,the analysis of the external macro environment is conducted through PEST analysis,and the opportunities and threats in the competitive environment of the current business are identified through the analysis of the competitive characteristics of energy-saving glass industry and Porter’s five forces analysis,research on the industrial competition environment,and the in-depth analysis of product and market segments.Then the internal resources and capabilities of Company X are analyzed,which include the analysis of organizational resources,human resources,financial resources,production resources,brand influence,value chain,strategic leadership ability,strategic shareholder support ability and the summary of advantages and disadvantages.Third,combined with X company’s vision,mission and goals and based on SWOT analysis,the strengths,weaknesses,opportunities,and threats are matched for Company X,the in-depth study of Company X’s advantage opportunity strategy,advantage threat strategy,disadvantage opportunity strategy,and disadvantage threat strategy are conducted for selecting and positioning the differentiation strategy of Company X.Then Strategic choices are evaluated,which include the internal consistency,environmental adaptability,resource adaptability,communication and implementation.Finally,referring to the current status and problems of Company X’s current differentiation strategy,suggestions for Company X’s future successful implementation of differentiation strategic goals are proposed,in which a differentiation organizational structure,innovative human resource assurance mechanisms and unique corporate culture are used as reliable guarantees for implementing differentiation strategies.Currently,the domestic researches on differentiation strategy have entered a period of rapid development.The research results of differentiation strategies have been practiced and applied in a large number of enterprises,which in turn demonstrates the S-shaped growth curve in theory.In this paper,Company X is selected as the research object to summarize the implementation of Company X’s differentiation strategy,re-evaluate the feasibility of its differentiation strategy in the development of environmental change,and propose optimization implementation suggestions,thus providing important research results for Company X to successfully implement the differentiation strategy,and preference references and models for other companies in the industry.