Analysis: There is a guiding ideology for the strategic transformation of stone enterprises
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1. It is not imperative for stone processing enterprises to invest in mines. It is not a good idea to extend the design to the decorative design and construction fields. The development space for improving system products, improving service quality and strengthening brand advantages is immeasurable. If you must enter the mine, The following basic operating principles cannot be ignored: on the one hand, mine varieties should match the competitive advantages of their own markets, on the other hand, the mining industry should never be measured by the rate of return of the processing industry.
2. For enterprises positioned as mining and sourcing materials providers, the input of supporting processing resources can only be symbolic, and mining and processing cannot be carried out simultaneously.
3. If you want to enter the mining industry, the block trade enterprises will undoubtedly have more advantages than the stone processing enterprises. You can directly invest or take the 'inclusive mine' method.
4. Enterprises committed to standard product management must outsource production and processing as much as possible. Resource allocation is highly concentrated at both ends of the value chain, and there must be sufficient psychological preparation for the mature process of the domestic market.
5. Industry leaders should rely on macroeconomic tightening and industry adjustments to 'shuffle' opportunities to achieve high efficiency and low risk expansion through mergers and acquisitions. It should be noted that the essence of the acquisition is cooperation, and the basis of holding is the alliance.
Strategies that are not positioned tend to be in the form, and companies that lack positioning are inevitably drifting. To put it simply, strategic positioning is to systematically confirm who you are, what you are doing, and how you are a few old questions; and strategy is persistence, positioning is choice, and decision-making is judgment. Whether these tasks are done in place is related to the success or failure of the strategic transformation of stone enterprises.