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Coal is China 's main energy is the basis of national security and economic security . After entering the new century , the rapid development of the national economy , stimulating the rapid growth of coal and other energy industry . However, with the dramatic changes of the international and domestic market environment , as the backbone of the coal industry in Shanxi , Shanxi Coal Transportation and Marketing Group Company is facing increasingly harsh competition in the market situation . How to adapt to changing internal and external environment , and how to play to their strengths , the development of scientific development strategy and continue to enhance the competitiveness of enterprises , accelerate the integrated development of the transition , to win in a strong position in the market , the survival of Shanxi Coal Transportation Group and the development has a very important significance . Shanxi Coal Transportation and Marketing Group , the application of business strategic management theory , economic theory and methods , research , theory with practice, the combination of quantitative and qualitative research methods , the development strategy of Shanxi Coal Transportation and Marketing Group Company were studied. And PEST method application of the external environment analysis, industry position of Shanxi Coal Transportation Group and competitors with Porter five competitive forces model analysis , the analysis of the company within the resource situation , the use of an external factor evaluation matrix evaluation matrix (EFE) and internal factors (IFE) Shanxi Coal Transportation Group 's internal and external environmental factors , quantitative analysis , SWOT analysis and quantitative strategic plan matrix (QSPM) , enterprise development strategy evaluation and selection , Based on this proposed the company desirable strategic programs . Through the above analysis , and strive to be able to provide useful lessons for the future development of the Shanxi Coal Transportation and Marketing Group Company .
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