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Developing a competitive strategy is developing a broad formula for how a business is going to compete, what its goals should be and what policies will be needed to carry out those goals. Formulation of competitive strategy involves the consideration of four key factors: The companys strengths and weaknesses The personal values, motivation and needs of the key executives The industry and broader environment, include industry opportunities and threats The social expectations, such as government policy, social concerns The appropriateness of a competitive strategy can be determined by testing the proposed goals and policies for consistency.An approach to developing the optimal competitive strategy involving the following questions: What is the Business Dong Now What is Happening in the Environment What should the Business be Doing It is the process we go through while analyzing market entry strategies of Kimberly-Clark Corporation, a global consumer multinational company investing and competing in Chinese sanitary napkins market. We believe EMBA education is not only about academic theories in management science, it is a set of skills student developed to address complex business issues in the real world.With the skills developed, we conducted the following activities while preparing this paper: 1.Research in Kimberly-Clark Company and its Chinese Partnership 2.Analyze Business Objectives and Management Policies of Kimberly-Clark China 3.Research in Chinese Sanitary Napkins Industry 4.Evaluate Kimberly-Clark Competitive Strategies and its Environmental Fitness The above will lead us to give out few strategic alternatives for Kimberly-Clark to compete in China onward.