Strategy Management in Small Export Business of China - Dissertation Example

issertation would include the components of the various small business firms of China, their analysis from the strategic perspective, framing research questions for the survey, conducting a survey based on the industry, evaluating the findings obtained from the survey, drawing the conclusion and suggesting appropriate recommendations for the issues faced by the industry. Additionally the study aims at investigating the significance of internal and external business forces for small export enterprise in southeastern parts of china, and will inevitably aim at analyzing these small business’s successes and failure from the strategic management standpoint during the time period 1980 to 2012. 1.2 Background of this study China is a significantly developing country and therefore China have broad market environment, as a result there are lots of foreign companies to enter the Chinese market.

These foreign capital enterprises within the original industry remains monopolized by small, medium, state-owned enterprises which lead to the strong impact of China's state-owned enterprises in some industries. In addition, international competition has developed in the Chinese market gradually. At the same time, China's domestic competition has also contributed to the globalization of market competition. Therefore, at present the production and operation of China's small enterprises have to experience and face international competition.

Over the earlier 2 decades, the small and medium-sized enterprises (SMEs) of China have gone through more or less three development stages, together with the expansion of China’s improvement and establishment. The first stage was from the time period 1978 to the year 1992. This era had been characterized by the development of SMEs in scale and. The study aims at investigating the significance of internal and external business forces for small export enterprise in south-eastern parts of China, and will inevitably aim at analyzing these small business’s successes and failure from the strategic management standpoint during the time period 1980 to 2012.

China is a significantly developing country and therefore China has a broad market environment, as a result, there are lots of foreign companies to enter the Chinese market. These foreign capital enterprises within the original industry remain monopolized by small, medium, state-owned enterprises which lead to the strong impact of China's state-owned enterprises in some industries. In addition, international competition has developed in the Chinese market gradually. At the same time, China's domestic competition has also contributed to the globalization of market competition.

Therefore, at present, the production and operation of China's small enterprises have to experience and face international competition. Over the earlier 2 decades, the small and medium-sized enterprises (SMEs) of China have gone through more or less three development stages, together with the expansion of China’s improvement and establishment. The first stage was from the time period 1978 to the year 1992. This era had been characterized by the development of SMEs in scale and number. This was the result of the government’s support for and encouragement of the formation of collective, self-employed and township enterprises.