The Development Study On Strategic Of Qingdao Raysolar New Energy Co.,Ltd

Photovoltaic industry is the representative of new energy industry.In the past 10 years,photovoltaic industry has developed rapidly in China.With the joint efforts of national policy guidance and entrepreneurs,especially private entrepreneurs,the installation capacity in China ranges from less than 1 GW to more than 130 GW,which becomes the world's largest whole industry chain market.However,the development of photovoltaic industry has experienced several twists and turns in the past 10 years.Photovoltaic enterprises continue to stimulate innovation and resilience to promote the development of the industry,resulting in many influential companies.The crisis and coping strategies faced by these companies are representative.The study on these companies is of great value to the development of China's emerging industry companies.In this thesis,as a representative company of photovoltaic industry component environment,Qingdao Raysolar New Energy Co.,Ltd is studied and analyzed.SWOT analysis is made on the production and operation situation,opportunities and challenges of this company.On the basis of the favorable conditions that the state attaches importance to and encourages the development of private enterprises and the good development space of the industry,the company should fully recognize their strengths and weaknesses,grasp the development opportunities,and determine that the development strategic objectives should be a combination of growth strategy(SO)and multiple strategy(ST).Enterprises should give full play to their already formed brand advantages in the photovoltaic subdivision industry,cultivate intensively and improve brand influence and comprehensive value.Implementing the strategy of "three steps" gradually forms the intellectual property rights and standard scheme that can support its further development,and spills over the manufacturing and processing capacity.Make full use of the relative surplus of component manufacturing industry,export R&D and technological capabilities.Enterprises need to integrate component production capacity,improve component production capacity to support business development,and gradually expand its success model to the field of panel materials and anti-corrosion materials,to establish a dual-complementary brand business pattern.Drawing on the successful experience of the company in the past crises and matching the relevant safeguard measures,the company has realized the management reengineering from inside to outside.After many crises,the single manufacturing enterprise has embarked on the road of high-end brand development,providing reference for the transformation and upgrading of traditional manufacturing enterprises.