Research On Differentiation Strategy Of B Foreign-funded Manufacturing Company From The Perspective Of Global Value Chain

China's manufacturing scene has gradually been replaced by the financial and IT industries,and gradually lost the prosperity of the past.The main reasons are the adjustment of China's policy,the rising of production cost and the low selling price and so on.The market environment is changing,and the business environment is facing severe challenges.Excellent foreign-funded enterprises,because of their advanced management experience and excellent team,have always been the imitation and learning object of domestic enterprises.For the foreign-funded enterprises in China,in addition to maintaining their own home country work style,but also carried out the corresponding integration work to adapt to the local business environment.Therefore,taking company B as a sample to explore the objectives and basis of its strategic transformation,can not only provide ideas and reference for the development of other enterprises,but also sum up and learn from the development of their own enterprises.From the point of view of global value chain,this paper analyzes the case of company B,mainly through the analysis of the internal and external environment of the enterprise,distill the mode of modular governance in the global value chain in which company B is located at present.At present,Company B is relatively independent of the leading enterprises in the value chain and makes considerable profits,but if it does not make changes,it may be "captured" by the leading enterprises in the future.For competitors,due to the actual situation of the difference,and B companies have greater competitiveness of the enterprise in a similar position,and more enterprises have to rely on the leading enterprise.First of all,this paper analyzes the value chain of company B and the auxiliary department of human resources,and confirms that company B is the leading enterprise in the industry,and the production and operation is good.The paper analyzes the value chain of company B and the auxiliary departments of human resources.The production and management of company B is good.Production capacity to meet the order requirements,R&D strength ahead of similar manufacturers,marketing strategy needs to be improved.Due to the large number of new buildings,the successful development and application of the new scene,enterprises have the potential to develop,but the current problem is that the competition in the low-end field is fierce.Next,the paper uses PEST method to analyze the external macro environment of company B,and analyzes the value chain of the industry,focusing on clarifying the relationship between the leading enterprises in the industry and the suppliers represented by company B.On the basis of macro and micro are all available,the situation of company B is analyzed by SWOT.Determined that the company's significant advantages are brand advantages,technology accumulation and stable product quality,the company faces the problem is the market for low-cost tendency and low-cost competition of domestic manufacturers.According to the results of the analysis,this paper makes a quantitative analysis of the two indecisive strategies,and determines that the differential management strategy is the most suitable strategy for company B at present.The suggestion of customizing the differentiation strategy of company B is put forward.1.Through the brand effect and technical advantages,focus on the high-end market,to ensure the profit rate of products.2.Using the existing technology to actively open up new markets,mining new areas.3.Take advantage of the good word of mouth accumulated in the industry to work extensively with manufacturers to avoid the risk of excessive concentration.Finally,in view of the current implementation of the strategy is in the deployment phase,the implementation of the effect needs a certain amount of time to show,so this paper focuses on the development of the strategy.