Strategy Analysis Of East Hope New Energy Of Xinjiang

With the continuous transfer of the main production capacity of polysilicon to China,and the arrival of the affordable photovoltaic era,the prices of all links in the industrial chain have returned to the market,and the price of polysilicon once fell to the cost price in 2019.Facing the changing external environment,photovoltaic enterprises began to integrate the supply chain.As a silicon production enterprise at the front end of the photovoltaic industry chain,GCL research and development of new products granular silicon,XINTE Energy to expand silicon production capacity,TONGWEI Group vertical integration development,the new photovoltaic field of East Hope New Energy Company of Xinjiang that the new energy company at this time how to deal with changes,how to choose their own development strategy,how to ensure the implementation of the strategy.These problems affecting the future development of the company need to be solved.This paper takes East Hope New Energy Company of Xinjiang,a wholly owned subsidiary of East Hope,as the research object.The company carries the photovoltaic industry plate business of East Hope,and is mainly engaged in the production and sale of polysilicon at present.Based on the large-scale expansion of the new energy industry,the the PEST 、 Porter’s Five Force Model of strategic management,the systematic analysis of internal and external environment,the research found that the company development only by the leadership decision management is very limited.Although there is a strong sense of planning and an internal management tradition,it can also identify some changes and challenges that the company faces,but it is weak in the overall and orderly response.By SWOT model analyzing the opportunities and threats in the company’s environment and the advantages and disadvantages of its own conditions,this paper clarifies the strategic situation of the company’s development: growth strategy,cooperative strategy,stable strategy and diversification strategy.Combined with the initial strategic objectives and ideas of the company,the growth strategy is determined as the overall strategy of the company,and the cost leading strategy is taken as the competitive strategy of the company.The problems of product production management,information management and talent management should be solved in the implementation of each strategy.At the end of this paper,according to the company strategy implementation principles,the relevant safeguard measures of production management,information management and talent management are formulated.In the aspect of production management,through strengthening standard circular management,keeping the technology advanced,paying attention to safety production,establishing three-dimensional industry information platform and so on,the products can be continuously upgraded under the premise of stable quality,so as to adapt to the development and change of product market.In terms of information management,improve the service quality of the information system,strengthen the operation training of the system,ensure the authenticity of the system data.By ensuring the system utilization rate and employee participation,cultivate the employee information system management thinking,strengthen the early warning and alarm function of the production information system.And let the information system inside and outside the unicom,effectively guide the production and operation.In the aspect of human resource management,we can realize the effective management of the company’s professional talents,reduce the staff turnover rate,and perfect the talent management system,by strengthening the internal talent discovery,cultivating the enterprise culture identity,paying attention to the key post reserve,combining with the progress of personnel sharing at headquarters.