Strategic Management

Zongshen Industrial Group had started functionings as a small(a) assembler of motorcycle engines and over 18 years of operation , had evolved into one of the top global producers of motorcycles and small gasoline engines . at once the political party was diversifying into e-bikes . As a result currently the company had two strategic cable units : gasoline and e-bikes . The company s nucleus competencies were in the gasoline occupancy unit . Given the ascent demand for e-bikes , the solicitude was increasing the investment in this line of merchandise unit . Gasoline motorcycle assembly was Zonghsen s core business . Now it was diversifying into electric motorbikes . This was the direction of the future and therefore the management at Zongshen was spending more in redact to build up capabilities in this strategic business unit . The organizational coordinate was resistant to change . This would be a problem when it came to ever-changing focus to e-bikes . The long-term objective of Zongshen Industrial Group was to give a market leadership position in this business unit .

However reaching this objective would require tender and different skillsAs a privately owned motorcycle manufacturer , Zongshen Industrial Group developed its business units based upon troika areas : differentiation supply chain management and product upgrades . ab initio Zongshen had two subsidiaries : engine manufacturing and whole motorcycle assembly . At the time Zongshen did not have its own brand . In 2000 , the management started to think about forming a group expression . This is the structure under which the company operates today . In order to address resistance to change , the company had implemented the...If you desire to get a full essay, order it on our website: Ordercustompaper.com

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