【摘要】：近幾年來受國內(nèi)外經(jīng)濟波動的影響，國家宏觀調(diào)控不斷增強，尤其對房地產(chǎn)業(yè)出臺了一系列的調(diào)控政策，使得其下游企業(yè)的建筑業(yè)市場競爭也日趨激烈。在激烈的市場競爭和復(fù)雜多變的市場環(huán)境下，正確把握國家宏觀經(jīng)濟調(diào)控導(dǎo)向，調(diào)整和制定有效的經(jīng)營策略，實現(xiàn)企業(yè)與外部環(huán)境變化的動態(tài)匹配，進(jìn)而提高企業(yè)競爭力，是建筑施工企業(yè)的當(dāng)務(wù)之急。論文基于國家宏觀經(jīng)濟調(diào)控背景，對中建二局經(jīng)營策略進(jìn)行了較為系統(tǒng)深入的研究，對該公司目前經(jīng)營管理策略的調(diào)整、未來發(fā)展戰(zhàn)略的制定有一定的借鑒及參考意義。同時對提高我國建筑施工企業(yè)的經(jīng)營管理水平以及優(yōu)化建筑企業(yè)內(nèi)外部的資源配置也有積極意義。 論文運用PEST分析法對二局所處的外部經(jīng)營環(huán)境進(jìn)行了分析；運用波特的“五力”模型對二局的行業(yè)競爭狀況進(jìn)行分析；運用SWOT分析法對企業(yè)內(nèi)部的優(yōu)劣勢進(jìn)行分析。通過分析，對二局目前整體的經(jīng)營環(huán)境形成了一個系統(tǒng)的認(rèn)知。在此分析的基礎(chǔ)上，提出了對中建二局“大市場、大業(yè)主、大項目”三大經(jīng)營策略進(jìn)行調(diào)整和優(yōu)化的具體措施，以及“主抓房建龍頭，尋求增長點突破；強化海外業(yè)務(wù)，國內(nèi)國外一體化；迎接核電春天，確保核心競爭力；依托鋼構(gòu)優(yōu)勢，實現(xiàn)縱橫一體化；發(fā)展基礎(chǔ)設(shè)施，趕搭政策速通車”五項“組合型”經(jīng)營策略。同時，從營銷組織機構(gòu)、營銷團隊建設(shè)、營銷制度建設(shè)及營銷信息化建設(shè)等方面提出了相關(guān)措施建議，從而為二局經(jīng)營策略的實施提供保障。 最后論文得出以下結(jié)論：“大市場、大項目、大業(yè)主”經(jīng)營策略對二局的經(jīng)營發(fā)展是行之有效的，只有結(jié)合企業(yè)內(nèi)部實際，，及外部經(jīng)濟發(fā)展環(huán)境，適時調(diào)整和優(yōu)化，經(jīng)營策略才能保持其生命力，促進(jìn)企業(yè)發(fā)展。同時，經(jīng)營策略的實施保障與控制離不開市場營銷體系的建立與調(diào)整。希望通過研究對中建二局未來經(jīng)營發(fā)展有一定的實際指導(dǎo)意義，對國內(nèi)其他與二局情況相似的建筑施工企業(yè)也有一定的借鑒參考價值。
[Abstract]:In recent years, under the influence of domestic and foreign economic fluctuations, the national macro-control has been strengthened, especially for the real estate industry issued a series of regulatory policies, making its downstream enterprises in the construction industry market competition is becoming increasingly fierce. Under the fierce market competition and the complex and changeable market environment, we should correctly grasp the guidance of the national macroeconomic regulation and control, adjust and formulate effective management strategies, realize the dynamic matching between the enterprise and the external environment, and then improve the competitiveness of the enterprise. Is the construction enterprise's urgent affairs. Based on the background of national macroeconomic regulation and control, this paper makes a systematic and in-depth study on the management strategy of the second Bureau of China Construction Corporation, which has some reference significance for the adjustment of the current management strategy and the formulation of the future development strategy of the company. At the same time, it is of great significance to improve the management level of construction enterprises and optimize the internal and external resource allocation of construction enterprises. In this paper, PEST analysis method is used to analyze the external operating environment of the second bureau; Porter's "five forces" model is used to analyze the industry competition situation of the second bureau; and the SWOT analysis method is used to analyze the advantages and disadvantages of the enterprises. Through analysis, the current overall operating environment of the two councils formed a systematic understanding. On the basis of this analysis, the paper puts forward the concrete measures to adjust and optimize the three management strategies of "big market, big owner and large project" of the second Bureau of China Construction, as well as the concrete measures of "grasping the leading role of housing construction and seeking for a breakthrough of growth point"; Strengthen overseas business, domestic and foreign integration; meet the spring of nuclear power, ensure core competitiveness; rely on the advantages of steel structure, realize vertical and horizontal integration; develop infrastructure; catch up with the policy of "five" combination management strategy. At the same time, from the aspects of marketing organization, marketing team construction, marketing system construction and marketing information construction, this paper puts forward some relevant measures to guarantee the implementation of the second bureau management strategy. Finally, the paper draws the following conclusions: "large market, big project, big owner" is effective to the management and development of the second Municipal Council, only combining the internal reality of the enterprise and the external economic development environment, timely adjustment and optimization. Management strategy can maintain its vitality and promote the development of enterprises. At the same time, the implementation of business strategy guarantee and control can not be separated from the establishment and adjustment of marketing system. It is hoped that the research will have some practical guiding significance for the future management and development of the second Bureau of China Construction Corporation, and it will also have some reference value for other domestic construction enterprises similar to the second Bureau.
【學(xué)位授予單位】：中國地質(zhì)大學(xué)（北京）
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F272.3;F426.92

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