sq公司战略的研究

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1、AbstractThesteelindustryistheimportantbasicindustryofnationaleconomy．Althoughwithrelativelyfastdevelopment，Chinesesteelindustrystillfacessomeproblemscomparedtodevelopedcountries，forexample：hi班industrialdensity,weakpromotionabilityanddeepprocessingabilityforsteelproducts．Sincethesecondhalfof

2、2008，becauseoftheinternationalfinancialcrisis，Chinesesteelindustryhassufferedagreatattack：outputdecreasedsharply,pricefelldown．In2012，thesteelindustryroseslightly,butenterprisesstillencountereddifficultproductionandoperationsituations．Downstreamindustrieshadlittledemand．Rawmaterialsstillmai

3、ntainedahighprice．Steelpricefelldownconstantly,theprofitdecreasedgreatly．Mostofenterprisessufferedaloss．Forthepast2years，Chinesesteelmanufacturingindustryhadprofitratioofsalesatnomorethan3％．whichWasfarlessthanaverageprofitlevelofthenationalindustries(6％)．IthasbeenanimportantissueforChineses

4、teelenterprisestosurviveanddevelopinginthedifficultsituationbyadjustingstrategicobjectiveandchangingoperationthinkingunderOVercapacity,marketdepression，andhighmaterialprice．ThroughthecaseanalysisonSQCompany,thestrategicselectionandimplementationoftheenterpriseincurrentsituationisstudied．Iti

5、shopedthatthepaperwillprovideareferenceforthedevelopmentofChinesesteelenterprises．Basedonthemethodofempiricalresearchandcombinestheorywithpractice，thispaperanalysestheexternalstrategicenvironmentandtheinternalresourcesandcapabilityofSQ．Wecallseethestrengths，weaknesses，opportunitiesandthreat

6、softhecompany,andthestrategicselectionCanbeproposed，Basedonrelevanttheoriesofstrategicmanagement，bymeansofempiricalresearchmethods，thestrategyofSQCompanyisanalyzedandthestrategyisproposed：supportedbytheShougangGroup，bymeansofoverallresourceandtechnicaladvantages，inadditionwithimprovementont

7、echnologyandequipment，low—coststrategyisusedtoresistthebilateralextrusionfromthedownstreamindustryandtheupstreamindustry；theindustrialchainisextendedtOtheupstreamindustryanddownstreamindustrybyinvestinganddevelopingthemines，engagingindeepprocessingindust