本文關(guān)鍵詞： 建筑裝飾 建筑智能化 發(fā)展戰(zhàn)略 J公司　出處：《中國地質(zhì)大學（北京）》2014年碩士論文　論文類型：學位論文

【摘要】：建筑裝飾行業(yè)具有“大行業(yè)、小企業(yè)”的特點，競爭越來越激烈，行業(yè)毛利率逐年下降。J公司作為一家中型裝飾企業(yè)，發(fā)展進入瓶頸期，面臨著戰(zhàn)略轉(zhuǎn)型，，本文通過研究分析，為J公司制定未來戰(zhàn)略發(fā)展規(guī)劃并指導實施，確保J公司發(fā)展壯大。 筆者采用行業(yè)資料收集、標桿企業(yè)研究，問卷調(diào)查、訪談等方法，運用現(xiàn)代企業(yè)戰(zhàn)略管理思想和相關(guān)分析工具對J公司進行詳細研究。首先針對影響J公司的宏觀環(huán)境、建筑裝飾行業(yè)以及建筑智能化行業(yè)進行詳盡的分析并對行業(yè)未來的發(fā)展走向進行預測，明確J公司的行業(yè)定位，為戰(zhàn)略規(guī)劃提供外部依據(jù)。然后對J公司內(nèi)部業(yè)務運營（市場營銷、設(shè)計、工程管理、采購管理）、人力資源、財務資源以及無形資源進行優(yōu)劣勢分析，對比標桿企業(yè)，提取J公司的核心競爭力，為戰(zhàn)略規(guī)劃實現(xiàn)提供內(nèi)部保障。最后根據(jù)J公司內(nèi)外部分析，制定出J公司未來的發(fā)展戰(zhàn)略，包括使命遠景、戰(zhàn)略目標、商業(yè)模式，在戰(zhàn)略規(guī)劃的基礎(chǔ)上制定出戰(zhàn)略實施的詳細策略。并分析評估J公司戰(zhàn)略規(guī)劃實施過程中面臨的風險，強化企業(yè)內(nèi)部營銷、組織、人力、財務、信息化、企業(yè)文化等內(nèi)部資源能力，提升核心能力，彌補短板，構(gòu)建戰(zhàn)略實施支撐體系。 本文為J公司制定了適應行業(yè)和適合自身的發(fā)展戰(zhàn)略，對J公司未來的發(fā)展有指導意義，對筆者自身戰(zhàn)略規(guī)劃積累也有理論和實踐相結(jié)合的促進意義。
[Abstract]:The construction decoration industry has the characteristic of "big industry, small enterprise", the competition is more and more intense, the gross profit rate of industry drops year by year. J company, as a medium-sized decoration enterprise, develops into the bottleneck period, faces the strategic transformation, through the research and analysis, Make the future strategic development plan for J company and guide the implementation to ensure J company growth and growth. The author uses industry data collection, benchmarking enterprise research, questionnaire survey, interview and other methods, using modern enterprise strategic management ideas and related analysis tools to conduct a detailed study of J company. The construction decoration industry and the building intelligence industry carry on the detailed analysis and to the industry future development direction carries on the forecast, clear J company's profession position, To provide external basis for strategic planning. Then to J company internal business operations (marketing, design, engineering management, procurement management, human resources, financial resources and intangible resources, compared with benchmarking enterprises, Finally, according to the internal and external analysis of J Company, we draw up the future development strategy of J Company, including mission vision, strategic objectives, business model, On the basis of strategic planning, the detailed strategy of strategic implementation is worked out, and the risks encountered in the implementation of strategic planning of company J are analyzed and evaluated, and internal marketing, organization, manpower, finance, information, and information are strengthened. Enterprise culture and other internal resources capacity, enhance core competence, make up for the short board, build a strategic implementation support system. This paper formulates the development strategy for J Company which is suitable for the industry and its own, which is of guiding significance to the future development of J Company, and to the author's own strategic planning accumulation, which is also a combination of theory and practice to promote the development of J Company.
【學位授予單位】：中國地質(zhì)大學（北京）
【學位級別】：碩士
【學位授予年份】：2014
【分類號】：F426.92;F272

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