Research On The Development Strategy Of Guangxi R Seedling Company

With the accelerated construction process of ecological civilization in China,coupled with the in-depth promotion of the rural revitalization strategy in rural areas,the agriculture and forestry economy has shown vigorous vitality,promoting the structural adjustment of the plantation industry and creating a green and low-carbon agricultural industry chain has become one of the new development directions of the rural industry.As an indispensable basic production material for planting industry,seedlings are in increasing demand driven by agroforestry ecological green economy industry,and the structure of seedling industry is gradually changed from single to diversified,and the development momentum of the industry has seen good momentum.However,the seedling industry in China is still dominated by small and medium-sized enterprises,most of which have weak technical strength and insufficient core competence.Therefore,it is important to analyze the environment in which the seedling industry is located and the production and operation status of small and mediumsized seedling enterprises,and to study in depth how to scientifically formulate enterprise development strategies and enhance the core competitiveness of enterprises,is conducive to promoting the sustainable development of small and medium-sized seedling enterprises in China.The research object of this paper,Guangxi R Seedling Company,is a small and medium-sized private seedling enterprise,mainly producing and operating seedlings,and independently operating a nursery with certain seedling supply capacity,but the industrial scale is small and the management level is low,with the general representative characteristics of small and medium-sized private enterprises.In this paper,we analyze the macro environment and industrial environment of the company based on the PEST and five forces model,and evaluate the key influencing factors such as internal strengths and weaknesses,external opportunities and threats by combining the IFE and EFE matrices respectively.Combining the results of SWOT model analysis and the actual situation of the company,we finally determined that the company is suitable to adopt growth-oriented development strategy.According to the company’s future development expectations and established strategic objectives,combined with the strategic principles of professionalisation,market orientation,rational allocation and people-oriented,this paper has formulated the company’s overall and competitive strategies:(1)The company’s overall strategy adopts an intensive growth strategy and chooses a strategic path that focuses on market penetration and is complemented by market development and product development.The key elements of implementation are four aspects: stable development of core business,broadening marketing and promotion channels,researching the market to expand business,and expanding scale according to local conditions.(2)The company’s competitive strategy uses differentiation strategy and alliance strategy.The differentiation strategy is mainly manifested in product quality differences and product technology service differences;through the business model of strategic alliances with other enterprises and research institutions to reach cooperative relationships,so as to broaden the company’s financing channels,increase the investment body,make up for the company’s resource disadvantages in research and development,talent and other aspects,and enhance the company’s competitiveness.Finally,in order to guarantee the smooth implementation of the strategy,this paper proposes corresponding guarantee measures in four aspects,such as system management,human resources,capital coordination,and information construction.