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1. Introduction

In 2000, the annual growth rate of the demand for ink exceeded 15%. And by 2002, China had become the fourth largest ink market to U.S., Germany, and Japan. In 2002, the industry output value of the top-ten transnational ink corporations took up 71.5% of the market share in the world and these transnational ink corporations almost monopolized the high-end ink market in China, leaving the middle- and low-end market for the hundreds of medium and small-sized enterprises to compete. There exist universal problems like small scale, low concentrated production, low yield etc. in Chinese ink manufacturers, and the strategies capability of technology development is far behind the foreign ink companies. The development of Chinese ink manufacturers mainly relies on the self-accumulation. However, with the rapid development of the domestic and foreign ink market and the increasingly intense market competition, the original strategy of self-accumulation and self-development can not meet challenges posed by the new market economy. And the future of the enterprise is mostly determined by its ability to develop strategies adapting to the internal and external business environment according to the changes of financial and market environment and to implement these strategies.

2000年，对油墨的需求的年增长率超过15％。到2002年，中国已成为世界第四大油墨市场的美国，德国和日本。 2002年，全行业总产值排名前十的跨国油墨公司占世界市场份额的71.5％和这些跨国油墨公司几乎垄断了高端油墨在中国市场，留下中间和低端市场竞争的中型和小型企业的数百个。存在着普遍性的问题，如规模小，生产集中在中国的油墨制造商，产量低，等，是远远落后于国外油墨公司的技术开发能力。中国油墨制造商的发展主要依靠自我积累。然而，随着国内外油墨市场和日益激烈的市场竞争中快速发展，原有的自我积累和自我发展的战略不能满足新的市场经济带来的挑战。主要取决于未来的企业发展战略，适应内部和外部的商业环境，金融环境和市场环境的变化和实施这些战略的能力。

2. Background
3. Theoretical review - Analytical Methods of Strategic Management Theory3.1 SWOT Analysis
3.2 Porter’s Strategic Thinking and Five Forces Model
3.3 PEST Analysis
4. Research Questions
5. Contribution:
6. Methodology
7. Timetable of Key Activities

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