| Today,the world’s energy structure is changing dramatically.Traditional fossil energy sources produce large amounts of carbon dioxide during the combustion process,causing the global greenhouse effect,rising temperatures,and rising sea levels,threatening the survival of mankind.Therefore,it is urgent to find and use a new energy source to replace the original energy source as the driving force of economic development.At present,the more common new energy sources include electricity,wind power,photovoltaic,hydrogen energy,and so on.The automobile industry,as the focus of new energy development,has a broad development prospect.The research object of this thesis,enterprise A,as a manufacturer of traditional fuel car interior and exterior parts,has been experiencing the winter of the auto industry since 2018,and the traditional fuel car interior and exterior parts products it operates are facing sales difficulties and a significant decline in revenue due to the drastic decrease in market demand.Enterprise A needs to take advantage of the development opportunities of the new energy vehicle industry to find a suitable path for its development.The first part of this paper collects a review of research on relevant advances in the automotive industry in the context of new energy and a review of research on competitive strategies to lay the theoretical foundation for the subsequent strategy selection and implementation of this thesis.The second part analyzes the current development status and the dilemma faced by enterprise A.The third part analyzes the external environment of the development of enterprise A.The macro-environment was analyzed using PEST,the industry environment was analyzed using the five forces model,the key factors of success and the competitive environment of the enterprise was analyzed using competitor analysis,and strategic clusters,followed by the quantitative evaluation of the key factors of the external environment using EFE matrix analysis,and the results found that the external opportunities faced by the enterprise were much greater than the threats.The fourth part studied the internal environment of company A.The internal environment was detailed in terms of resources,capabilities,and value chain,and then the key factors of the internal environment were evaluated using the IFE matrix analysis.The fifth part synthesizes the conclusions of the previous internal and external environment analysis,and uses the SWOT matrix analysis to select the turnaround strategy in combination with the vision and goals of the enterprise.On how to achieve the turnaround,feasibility analysis was done using three basic competitive strategies combined with the current actual situation of the enterprise,followed by quantitative evaluation of the three basic competitive strategies using the QSPM matrix,and finally the differentiation strategy was selected as the competitive strategy of enterprise A.The sixth part introduces how to implement the strategy in concrete terms,and makes detailed plans in terms of having lofty goals and clear vision,designing organizational structure according to the differentiation strategy,differentiating product design and production,establishing an organizational culture with high fault tolerance rate,and building quality system,respectively.The seventh part introduces the guarantee measures of strategy implementation and makes specific arrangements in system design,risk management,and digital technology respectively.This thesis argues that the development situation of enterprise A represents the situation of many traditional manufacturing enterprises in China,they do not have many advantages,on the contrary,there are also many disadvantages,too many external threats,and often selectively ignore the opportunities,sticking to their original field,how should they get out of the current predicament they face?This article’s strategic planning suggestions for company A may have a reference role for similar companies. |
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