Freet company became the petroleum machine because of the history reason , especially the car fixing and making , compound the piping three greatest industries , have another the in the last years and has been slow - moving , the business enterprise real strenght is not strong , was rush through by many social run by private capitals super . the main reason is the hybrid and diverse management strategy that the business enterprise adopt , making the resources of the business enterprise use the quilt severity dispersion . the limited resources has no to be concentrate to throw in the biggest industry in income . after following to change the system of new period , freet ' s industry development strategy , such as can not compare with , hour carry on the adjustment , continue to maintain the original strategic direction , even more and seriously diversified development , the business enterprise may walk very much up the difficult road 胜利油田浮瑞特石油机械有限公司是胜利油田钻采配套产品的主要生产厂家之一,伴随中国石化集团的改革进程,企业被推向市场,原来受内部市场保护的地位被打破,受到许多民营厂家的强烈冲击,企业产品结构不合理,战略发展思路不清晰的弱点凸显出来,企业如何针对激烈的市场竞争环境通过产品结构战略性规划调整,逐步做大做强,是企业面临的当务之急。本文通过调查研究该厂实际情况,针对该企业原来产品开发和运营所存在的弊端,运用战略管理所学知识,对企业外部环境和内部因素进行分析,探索该企业产品结构调整的新方向,使企业在面临激烈市场竞争的情况下能先生存后发展,再做大做强。
