本文選題：上海市基礎(chǔ)工程有限公司 + SWOT分析��； 參考：《上海交通大學(xué)》2013年碩士論文

【摘要】：20世紀(jì)90年代初期,隨著我國(guó)社會(huì)主義市場(chǎng)經(jīng)濟(jì)體系的初步建立,企業(yè)戰(zhàn)略管理受到國(guó)內(nèi)企業(yè)經(jīng)營(yíng)者的普遍關(guān)注和重視,成為企業(yè)管理的重要內(nèi)容。實(shí)踐證明,無(wú)論是國(guó)外還是國(guó)內(nèi),成功企業(yè)均源自于適合其產(chǎn)品與資源的發(fā)展戰(zhàn)略,而失敗企業(yè)又無(wú)一例外地歸結(jié)于戰(zhàn)略選擇的失誤。戰(zhàn)略管理理論與應(yīng)用已成為現(xiàn)代企業(yè)管理研究的重點(diǎn)。本人試圖以戰(zhàn)略管理理論為指導(dǎo),對(duì)長(zhǎng)期就職的上海市基礎(chǔ)工程有限公司發(fā)展戰(zhàn)略進(jìn)行研究,旨在通過(guò)戰(zhàn)略管理理論與實(shí)踐相結(jié)合的探索,使處于發(fā)展瓶頸期的上海市基礎(chǔ)工程有限公司在瞬息萬(wàn)變的外部環(huán)境下,能夠準(zhǔn)確識(shí)別外部機(jī)會(huì)與威脅以及自身的優(yōu)勢(shì)和劣勢(shì),最大限度地趨利避害、揚(yáng)長(zhǎng)避短,找準(zhǔn)企業(yè)發(fā)展方向和市場(chǎng)定位,不斷增強(qiáng)核心競(jìng)爭(zhēng)能力,實(shí)現(xiàn)持續(xù)協(xié)調(diào)發(fā)展。本文由以下五部分構(gòu)成。第一章對(duì)作為專業(yè)施工企業(yè)的上海市基礎(chǔ)工程有限公司發(fā)展現(xiàn)狀(包括公司業(yè)務(wù)與資產(chǎn)狀況、組織結(jié)構(gòu)與人力資源狀況、裝備與技術(shù)狀況)、企業(yè)發(fā)展歷程、公司經(jīng)營(yíng)理念與企業(yè)文化、公司面臨的問(wèn)題和挑戰(zhàn)等進(jìn)行了簡(jiǎn)要介紹。第二章應(yīng)用PEST分析框架對(duì)上海市基礎(chǔ)工程有限公司的外部環(huán)境進(jìn)行了深入探討,并分別對(duì)公司主要專業(yè)領(lǐng)域和專業(yè)技術(shù)的市場(chǎng)競(jìng)爭(zhēng)狀況進(jìn)行了詳細(xì)分析,然后運(yùn)用波特五力模型對(duì)上海市基礎(chǔ)工程有限公司的現(xiàn)有競(jìng)爭(zhēng)者、潛在進(jìn)入者、替代品、供應(yīng)商的議價(jià)能力及購(gòu)買方的議價(jià)能力等行業(yè)競(jìng)爭(zhēng)要素進(jìn)行了比較分析。第三章運(yùn)用SWOT框架對(duì)上海市基礎(chǔ)工程有限公司優(yōu)勢(shì)與劣勢(shì)、面對(duì)的外部機(jī)會(huì)與威脅進(jìn)行了詳細(xì)的分析,并進(jìn)行了SWOT分析小結(jié)。第四章結(jié)合邁克爾·波特提出的三種基本競(jìng)爭(zhēng)戰(zhàn)略:成本領(lǐng)先戰(zhàn)略、差別化戰(zhàn)略和集中專業(yè)化戰(zhàn)略,根據(jù)對(duì)公司環(huán)境現(xiàn)狀的分析和對(duì)未來(lái)發(fā)展趨勢(shì)的預(yù)測(cè),將上海市基礎(chǔ)工程有限公司戰(zhàn)略確定為集中專業(yè)化戰(zhàn)略,并在此基礎(chǔ)上提出了上海市基礎(chǔ)工程有限公司今后發(fā)展的戰(zhàn)略目標(biāo)。第五章探討了發(fā)展戰(zhàn)略的對(duì)策措施,提出了實(shí)施公司發(fā)展戰(zhàn)略,實(shí)現(xiàn)公司戰(zhàn)略目標(biāo)的主要任務(wù)和主要措施,從而形成了上海市基礎(chǔ)工程有限公司戰(zhàn)略體系的基本構(gòu)架。筆者認(rèn)為只要上海市基礎(chǔ)工程有限公司能夠有效實(shí)施其發(fā)展戰(zhàn)略,堅(jiān)定不移地走“做專做強(qiáng)”發(fā)展道路,并根據(jù)內(nèi)外部環(huán)境的變化趨勢(shì),適時(shí)調(diào)整和完善發(fā)展戰(zhàn)略,上海市基礎(chǔ)工程有限公司完全能夠再創(chuàng)輝煌,實(shí)現(xiàn)公司的持續(xù)發(fā)展。
[Abstract]:In the early 1990s, with the initial establishment of the socialist market economy system in our country, the strategic management of enterprises was paid more and more attention by the managers of domestic enterprises and became an important part of the management of enterprises. Practice has proved that successful enterprises come from the development strategy suitable for their products and resources both at home and abroad, and the failure enterprises all come down to the mistakes of strategic choice. The theory and application of strategic management have become the focus of modern enterprise management research. Under the guidance of strategic management theory, I try to study the development strategy of Shanghai Foundation Engineering Co., Ltd., which has been employed for a long time, aiming to explore the combination of strategic management theory and practice. Under the rapidly changing external environment, Shanghai Foundation Engineering Co., Ltd., which is in the bottleneck period of development, can accurately identify the external opportunities and threats as well as its own strengths and weaknesses, maximize its advantages and avoid its disadvantages, and promote its strengths and weaknesses. Find out the development direction and market orientation of enterprises, enhance core competitive ability and realize sustainable and coordinated development. This article consists of the following five parts. The first chapter is about the development status of Shanghai Foundation Engineering Co., Ltd as a professional construction enterprise (including company business and assets, organizational structure and human resources, equipment and technology, enterprise development process, Business philosophy and corporate culture, problems and challenges faced by the company were briefly introduced. In the second chapter, the external environment of Shanghai Foundation Engineering Co., Ltd. is deeply discussed by using the PEST analysis framework, and the market competition situation of the main professional fields and specialized technology of the company is analyzed in detail. Then the author makes a comparative analysis of the existing competitors, potential entrants, substitutes, suppliers' bargaining power and the buyer's bargaining power of Shanghai Foundation Engineering Co., Ltd by using Porter's five-force model. The third chapter analyzes the strengths and weaknesses of Shanghai Foundation Engineering Co., Ltd., the external opportunities and threats faced by Shanghai Foundation Engineering Co., Ltd., using the framework of SWOT, and makes a summary of SWOT analysis. The fourth chapter combines Michael Porter's three basic competitive strategies: cost leading strategy, differentiation strategy and centralized specialization strategy, according to the analysis of the current situation of the company environment and the forecast of the future development trend. The strategy of Shanghai Foundation Engineering Co., Ltd. is defined as the strategy of centralization and specialization, and the strategic goal of the future development of Shanghai Foundation Engineering Co., Ltd is put forward. The fifth chapter discusses the countermeasures of the development strategy, puts forward the main tasks and measures to implement the development strategy of the company and realizes the strategic goal of the company, thus forming the basic framework of the strategic system of Shanghai Foundation Engineering Co., Ltd. The author thinks that as long as Shanghai Foundation Engineering Co., Ltd. can effectively implement its development strategy, firmly take the road of "doing special and strengthening", and according to the changing trend of internal and external environment, timely adjust and perfect the development strategy. Shanghai Foundation Engineering Co., Ltd. can create brilliance again, realize the sustainable development of the company.
【學(xué)位授予單位】：上海交通大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F426.92;F272

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