發(fā)布時(shí)間：2018-06-28 20:05

  本文選題：湖南建工路橋集團(tuán)有限公司 + SWOT分析�。� 參考：《成都理工大學(xué)》2014年碩士論文

【摘要】：伴隨著中國經(jīng)濟(jì)社會(huì)的巨大發(fā)展,建筑行業(yè)迎來了發(fā)展的春天,產(chǎn)業(yè)規(guī)模、企業(yè)數(shù)量、從業(yè)人員等都實(shí)現(xiàn)了急速擴(kuò)張。2013年,湖南建工集團(tuán)整合集團(tuán)范圍內(nèi)路橋板塊的資源,通過整合二、三、四、五、六等子公司路橋板塊資源,改制設(shè)立國有獨(dú)資的湖南建工路橋集團(tuán)有限公司。將建工集團(tuán)總公司路橋板塊的資質(zhì)分離到湖南建工路橋集團(tuán)有限公司。此次戰(zhàn)略轉(zhuǎn)型對(duì)湖南建工集團(tuán)來說既是挑戰(zhàn)又是機(jī)遇,在這關(guān)鍵時(shí)期,擬成立的湖南建工路橋集團(tuán)有限公司的發(fā)展戰(zhàn)略研究已經(jīng)成為一項(xiàng)緊迫任務(wù)。論文通過理論聯(lián)系實(shí)際的方法,綜合考慮外部環(huán)境的變化,密切關(guān)注對(duì)公司發(fā)展戰(zhàn)略產(chǎn)生重大影響的不確定性因素,防范風(fēng)險(xiǎn),提出湖南建工路橋集團(tuán)有限公司的發(fā)展戰(zhàn)略。首先,論文在戰(zhàn)略管理的理論基礎(chǔ)上,分析了湖南建工路橋集團(tuán)有限公司戰(zhàn)略環(huán)境。運(yùn)用PEST方法分析集團(tuán)的宏觀環(huán)境,包括政治、經(jīng)濟(jì)、社會(huì)和技術(shù)環(huán)境。探討其行業(yè)競爭環(huán)境,包括路橋建筑行業(yè)基本概況和行業(yè)發(fā)展趨勢,并運(yùn)用波特的五力競爭模型分析集團(tuán)所面臨的行業(yè)競爭格局,包括現(xiàn)有競爭者的競爭格局、潛在進(jìn)入者威脅、供應(yīng)商的談判能力、消費(fèi)者的議價(jià)能力和替代品的壓力等。其次,通過對(duì)湖南建工路橋集團(tuán)有限公司的SWOT分析,得出公司應(yīng)該主要采取競爭發(fā)展戰(zhàn)略,充分利用其所面臨的機(jī)會(huì)和自身的優(yōu)勢資源,迅速實(shí)現(xiàn)規(guī)模擴(kuò)張,并以多樣化經(jīng)營戰(zhàn)略、扭轉(zhuǎn)型戰(zhàn)略、防御性戰(zhàn)略作為輔助性戰(zhàn)略,為競爭發(fā)展戰(zhàn)略提供保障。其中,重點(diǎn)探討了公司的戰(zhàn)略定位與目標(biāo),在經(jīng)營層發(fā)展戰(zhàn)略上,確立了公司在未來八年的競爭發(fā)展戰(zhàn)略為確立“三大核心任務(wù)、一條產(chǎn)業(yè)鏈,四大業(yè)務(wù)類型”,實(shí)施“整合內(nèi)外資源、鞏固核心業(yè)務(wù)、優(yōu)化產(chǎn)業(yè)結(jié)構(gòu)”的總體戰(zhàn)略。最后,為保證公司戰(zhàn)略的實(shí)施提出了相應(yīng)的保障措施。第一,本文構(gòu)建了構(gòu)建公司的戰(zhàn)略管理支撐體系；第二,以戰(zhàn)略目標(biāo)為導(dǎo)向,建立組織決策機(jī)制,包括了明晰組織決策機(jī)制與組織管理變革；第三,提出建立科學(xué)合理的財(cái)務(wù)管理體系,包括資金統(tǒng)籌運(yùn)作與完善財(cái)務(wù)預(yù)算；第四,指出建立健全人才保障與企業(yè)文化體系,包括了完善員工結(jié)構(gòu),加強(qiáng)企業(yè)文化建設(shè)、提升品牌影響力,加強(qiáng)技術(shù)創(chuàng)新,培養(yǎng)專業(yè)施工能力,建立高效的績效考核體系等。文章以戰(zhàn)略管理理論為指導(dǎo),以PEST、SWOT等方法作為分析工具,深入地調(diào)研湖南建工路橋集團(tuán)有限公司所處的外部環(huán)境以及其內(nèi)部所具有的優(yōu)勢和劣勢,更為全面、系統(tǒng)、科學(xué)地為其明確發(fā)展方向和目標(biāo),可以為公司獲取機(jī)會(huì)、保持競爭優(yōu)勢提供一定的指導(dǎo)和借鑒,也將為國內(nèi)類似的新型路橋企業(yè)步入現(xiàn)代化企業(yè)發(fā)展軌道提供借鑒和發(fā)展思路。
[Abstract]:With the tremendous development of China's economy and society, the construction industry has ushered in a spring of development. The scale of the industry, the number of enterprises and the number of employees have all expanded rapidly. In 2013, Hunan Construction and Engineering Group integrated the resources of the road and bridge plates within the group. By integrating the second, third, fourth, fifth and sixth subsidiaries of the road and bridge plate resources, the state-owned Hunan Jiangong Road and Bridge Group Co., Ltd. Will build industry group head office road bridge plate's qualification separates to Hunan construction work road bridge group limited company. This strategic transformation is both a challenge and an opportunity for Hunan Construction Engineering Group. In this critical period, the development strategy research of Hunan Construction and Construction Road and Bridge Group Co., Ltd. has become an urgent task. Through the method of integrating theory with practice, considering the change of external environment, the paper pays close attention to the uncertain factors which have great influence on the development strategy of the company, prevents the risk, and puts forward the development strategy of Hunan Construction Road and Bridge Group Co., Ltd. Firstly, based on the theory of strategic management, the paper analyzes the strategic environment of Hunan Jiangong Road and Bridge Group Co., Ltd. Use pest method to analyze the group's macro environment, including political, economic, social and technical environment. This paper probes into the competition environment of the industry, including the basic situation and the development trend of the road and bridge construction industry, and analyzes the competition pattern of the industry, including the competition pattern of the existing competitors, by using Porter's five-force competition model. Potential entrant threats, supplier bargaining power, consumer bargaining power, and substitute pressure, etc. Secondly, through the SWOT analysis of Hunan Jiangong Road and Bridge Group Co., Ltd, it is concluded that the company should mainly adopt the competitive development strategy, make full use of the opportunities it faces and its own advantage resources, and rapidly realize the scale expansion. Diversification strategy, reverse strategy and defensive strategy are taken as auxiliary strategies to provide guarantee for competitive development strategy. Among them, the strategic orientation and target of the company are mainly discussed, and the competitive development strategy of the company in the next eight years is established as "three core tasks, one industry chain and four business types". Implement the overall strategy of integrating internal and external resources, consolidating core business and optimizing industrial structure. Finally, in order to ensure the implementation of the company strategy, put forward the corresponding safeguards. First, this paper constructs the strategic management support system of the company; second, taking the strategic goal as the direction, establishes the organizational decision-making mechanism, including the clarity of the organizational decision-making mechanism and organizational management reform; third, Put forward the establishment of scientific and reasonable financial management system, including the overall operation of funds and improve the financial budget; fourth, pointed out that the establishment and improvement of talent security and corporate culture system, including the improvement of staff structure, strengthen the construction of corporate culture, Enhance brand influence, strengthen technical innovation, train professional construction ability, establish efficient performance appraisal system, etc. Guided by the theory of strategic management and with the method of PEST-SWOT as an analytical tool, the paper makes a thorough investigation of the external environment of Hunan Construction and Construction Road and Bridge Group Co., Ltd and its internal advantages and disadvantages, which is more comprehensive and systematic. Making clear the development direction and goal scientifically can provide certain guidance and reference for the company to obtain the opportunity and maintain the competitive advantage. It will also provide reference and development ideas for the similar new road and bridge enterprises in our country to step into the development track of the modern enterprise.
【學(xué)位授予單位】：成都理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F426.92;F272

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相關(guān)期刊論文 前1條

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本文編號(hào)：2079198