【摘要】：在2008年國際金融危機的沖擊下，中國經(jīng)濟和社會發(fā)展正面臨一系列困難和不確定因素。特別是外部需求明顯萎縮，部分行業(yè)出現(xiàn)產(chǎn)能過剩，部分企業(yè)出現(xiàn)經(jīng)營困難，就業(yè)再就業(yè)矛盾突出，加上國內(nèi)經(jīng)濟發(fā)展的周期性調(diào)整因素的影響，經(jīng)濟增長的下行壓力巨大。為了應(yīng)對金融危機，中國政府果斷決策，陸續(xù)出臺“十大產(chǎn)業(yè)振興計劃”等系列政策，拉動內(nèi)需、增加投資、加大基礎(chǔ)設(shè)施建設(shè)。各地政府也陸續(xù)出臺區(qū)域經(jīng)濟發(fā)展規(guī)劃，加大固定資產(chǎn)投入，而交通基礎(chǔ)設(shè)施建設(shè)是固定資產(chǎn)投資的重要內(nèi)容。交通建設(shè)集團作為各地政府交通基礎(chǔ)設(shè)施建設(shè)的主體，如何把握機遇，加快發(fā)展，實現(xiàn)自身角色的轉(zhuǎn)換是一個值得思考的新形勢下的新課題。作為本論文研究對象——FZ市交通建設(shè)集團（以下簡稱交建集團或公司、集團）為集融資、投資、建設(shè)、經(jīng)營、管理為一體的集團化企業(yè)，主要代表FZ市政府對FZ境內(nèi)的公路、道路、鐵路、橋梁、隧道、港口、碼頭及配套設(shè)施進行投資、建設(shè)、經(jīng)營管理及交通建設(shè)用地征遷與周邊土地綜合開發(fā)。自2008年企業(yè)改制以來，公司面臨著良好的發(fā)展機遇，但同時也面臨著自身轉(zhuǎn)型的困惑，，缺乏對未來業(yè)務(wù)發(fā)展方向、發(fā)展策略、多元化業(yè)務(wù)管控模式等問題的思考，究其根本是改制后企業(yè)發(fā)展戰(zhàn)略的缺失。 本論文以案例研究的形式，分析FZ交通建設(shè)集團戰(zhàn)略規(guī)劃制定的整體思路。通過PEST模型中的政治、經(jīng)濟、社會等維度，分析集團所面對的外部環(huán)境；通過行業(yè)關(guān)鍵成功要素及標桿企業(yè)研究，分析行業(yè)環(huán)境；通過SWOT模型，結(jié)合企業(yè)內(nèi)外部環(huán)境，制定企業(yè)發(fā)展戰(zhàn)略。發(fā)展過程中，如何發(fā)揮優(yōu)勢，形成不同業(yè)務(wù)板塊的戰(zhàn)略協(xié)同？如何克服自身發(fā)展的瓶頸與制約因素，搭建適應(yīng)戰(zhàn)略發(fā)展與落地的組織架構(gòu)與發(fā)展模式。 希望通過對交通建設(shè)集團戰(zhàn)略管理的研究，掌握公司戰(zhàn)略、業(yè)務(wù)戰(zhàn)略、業(yè)務(wù)發(fā)展模式、戰(zhàn)略目標體系以及戰(zhàn)略實施、戰(zhàn)略保障等設(shè)計的全過程，特別是戰(zhàn)略思想對企業(yè)發(fā)展的指導，戰(zhàn)略工具與方法的使用。同時對類似的國有企業(yè)戰(zhàn)略轉(zhuǎn)型與角色轉(zhuǎn)變能有一定的借鑒價值與實際意義。
[Abstract]:Under the impact of the 2008 international financial crisis, China's economic and social development is facing a series of difficulties and uncertainties. Especially, the external demand shrinks obviously, some industries have overcapacity, some enterprises have management difficulties, the contradiction of employment and re-employment is prominent, and the influence of the cyclical adjustment factors of domestic economic development, the downward pressure of economic growth is enormous. In order to cope with the financial crisis, the Chinese government has made decisive decisions, and has successively introduced a series of policies such as the "Ten Industrial Revitalization Plan" to stimulate domestic demand, increase investment and increase infrastructure construction. Local governments have also issued regional economic development plans to increase investment in fixed assets, and transportation infrastructure construction is an important part of fixed assets investment. As the main body of transportation infrastructure construction of local governments, how to seize the opportunity, accelerate the development and realize the transformation of their own roles is a new subject worth thinking about under the new situation. As the research object of this thesis, FZ City Traffic Construction Group (hereinafter referred to as Jiaotou Group or Company, Group) is a collectivized enterprise that integrates financing, investment, construction, management and management. It mainly represents the highway in FZ territory of FZ municipal government. Roads, railways, bridges, tunnels, ports, docks and supporting facilities for investment, construction, management and transportation construction land acquisition and comprehensive development of surrounding land. Since the reform of enterprises in 2008, the company has been faced with good development opportunities, but also facing the confusion of its own transformation, lack of thinking on the future business development direction, development strategy, diversified business management and control model, and so on. The essence of the reform is the lack of enterprise development strategy. In the form of case study, this paper analyzes the overall thinking of strategic planning of FZ Traffic Construction Group. Through the political, economic and social dimensions of the PEST model, the paper analyzes the external environment that the group faces; through the key success factors and benchmarking enterprise research, analyzes the industry environment; through the SWOT model, combined with the internal and external environment of the enterprise, Formulate enterprise development strategy. In the process of development, how to give full play to the advantages of the formation of different business sectors of strategic synergy? How to overcome the bottlenecks and constraints of their own development, and build the organizational structure and development model to adapt to the strategic development and landing. I hope to master the whole process of company strategy, business development model, strategic objective system, strategy implementation, strategy guarantee and so on through the research on strategic management of transportation construction group. Especially the guidance of strategic thinking to the development of enterprises, the use of strategic tools and methods. At the same time, it has certain reference value and practical significance to the similar strategic transformation and role transformation of state-owned enterprises.
【學位授予單位】：華南理工大學
【學位級別】：碩士
【學位授予年份】：2013
【分類號】：F512.6;F272

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