Commercial Company Development Strategy Research and Exploration

Wei-Dong  Zhang

Commercial Company Development Strategy Research and Exploration

Wei-Dong Zhang （ Guangdong Industrial and Commercial Vocational Technical University, Zhaoqing, Guangdong, 526020, China ）

https://doi.org/10.37155/2972-4856-0201-4

Abstract

This study investigates the development strategies employed by Zhaoqing Rongquan Business Management Company, a multifaceted organization operating in various sectors, including retail, real estate, and fnancial services. Through a mixed-methods approach, the research combines qualitative insights from interviews with key executives and top-level managers, and quantitative analysis of the company’s fnancial data, market performance, and operational effciency over the past fve years. The study aims to gain valuable insights into the factors driving the company’s success and identify potential areas for improvement.The qualitative component involves in-depth interviews with key stakeholders, exploring the company’s vision, mission, and long-term objectives. By delving into the decision-making processes and strategies pursued by the leadership, the study seeks to understand the underlying philosophy and direction guiding Zhaoqing Rongquan Business Management Company’s growth.Complementing the qualitative findings, the quantitative analysis focuses on financial performance metrics, market share trends, and growth patterns over the study period. By evaluating key financial ratios and profitability indicators, the research aims to identify the company’s fnancial health and assess its competitiveness in the industry. The study also explores the company’s approach to innovation, technology adoption, and talent management, discerning how these factors contribute to its sustainable growth.By combining rigorous analysis with contextual understanding, this study contributes to the broader understanding of successful business development strategies in diverse industries.

Keywords

Development strategies, Long-term objectives, Operational efficiency Competitive advantage, Sustainable growth

Full Text

PDF

References

[1]Chen, Y., & Chen, Y.S. (2019). Business model innovation: How resource-based view and dynamic capability view contribute to sustainable competitive advantage. Journal of Management & Organization, 21(6), 713-734.
[2]Guler, I., Guillén, M.F., & Macpherson, J.M. (2020). Global competition, institutions, and the diffusion of organizational practices: The international spread of the ISO 9000 quality certificates. Administrative Science Quarterly, 60(2), 269-305.
[3]Hitt, M.A., Ireland, R.D., & Camp, S.M. (2018). Strategic entrepreneurship: Creating value for individuals, organizations, and society. Academy of Management Perspectives, 32(2), 156-170.
[4]Teece, D.J. (2018). Business models and dynamic capabilities. Long Range Planning, 51(1), 40-49.
[5]David, F.R., & David, F.R. (2021). Strategic management: Concepts and cases: Competitiveness and globalization. Cengage Learning.
[6]Barney, J.B. (2022). Gaining and sustaining competitive advantage. Pearson.
[7]Porter, M.E. (2021). Competitive advantage of nations: Creating and sustaining superior performance. Simon and Schuster.
[8]Foss, N.J., & Knudsen, T. (2018). Towards a competence-based theory of the frm. Routledge. Edsenhardt, K.M. (2020). Better stories and better constructs: The case for rigor and comparative logic. Academy of Management Review, 16(3), 620-627.
[9]Barney, J.B., & Hesterly, W.S. (2022). Strategic management and competitive advantage: Concepts and cases. Pearson.
[10]Eisenhardt, K.M., & Martin, J.A. (2020). Dynamic capabilities: What are they?. Strategic Management Journal, 21(10-11), 1105-1121.
[11]Johnson, G., Whittington, R., & Scholes, K. (2019). Exploring strategy: Text and cases. Pearson.
[12]Grant, R.M. (2020). The resource-based theory of competitive advantage: Implications for strategy formulation. California Management Review, 33(3), 114-135.
[13]Hitt, M.A., Ireland, R.D., & Hoskisson, R.E. (2019). Strategic management: concepts and cases: competitiveness and globalization. Cengage Learning.
[14]Damanpour, F. (2020). Organizational innovation: A meta-analysis of effects of determinants and moderators. Academy of Management Journal, 34(3), 555-590.
[15]McGrath, R.G. (2019). The Innovation Landscape Map: A Tool for Strategy. Harvard Business Review. McGrath, R.G. (2019). The Innovation Landscape Map: A Tool for Strategy. Harvard Business Review. A Strategic Tool, Harvard Business Review.
[16]Zott, C., Amit, R., & Massa, L. (2018). The Business Model: Recent Developments and Future Research. Journal of Management. (Christian Zot, Rajeev Amit, Luca Massa, Business Models: Recent Developments and Future Research. Journal of Management.)
[17]Teece, D.J. (2018). Profiting from Innovation in the Digital Economy: Enabling Technologies, Standards, and Licensing Models in the Wireless World. Research Policy. (David Thies, Profiting from the Digital Economy: Technology, Standards, and Licensing Models in a Wireless World. Research Policy.
[18]Markides, C., & Geroski, P.A. (2019). Fast Second: How Smart Companies Bypass Radical Innovation to Enter and Dominate New Markets. (Konstantin Makidis and Peter Jerowski, “Quick Access: How Smart Companies Leapfrog Radical Innovation to Enter and Dominate New Markets.
[19]McGrath, R.G. (2020). The Innovation Stack: Building an Unbeatable Business One Crazy Idea ata Time. McGrath, R.G. (2020). The Innovation Stack: Building an Unbeatable Business One Crazy idea ata time. One crazy Idea at a time to Build an invincible Business.

Publishing time:2024-03-31
This work is licensed under a Creative Commons Attribution 4.0 International License