【摘要】：山東省郵電工程有限公司(以下簡稱SDYD公司)是一家集通信工程建設(shè)、無線網(wǎng)絡(luò)優(yōu)化、通信設(shè)備維修、計算機信息系統(tǒng)集成、通信業(yè)務(wù)代維代營等服務(wù)于一體的通信施工企業(yè),公司近年來積極投身于網(wǎng)通、移動、聯(lián)通等通信運營商及交通、電力、公安等社會各界的通信建設(shè)事業(yè),大力開拓海外施工市場,先后完成多項海外施工項目,并與華為、貝爾、阿爾卡特、中興、朗訊、UT斯達康、烽火、西門子、港灣、大唐等廠商建立了合作關(guān)系,先后完成眾多的大中型施工項目,以優(yōu)良的施工質(zhì)量和滿意的服務(wù),贏得了廣大業(yè)主的信賴和贊譽,樹立了企業(yè)的良好形象和信譽。 隨著通信技術(shù)的日新月異,現(xiàn)代通信企業(yè)面臨著許多復(fù)雜多變的環(huán)境。中國通信行業(yè)的重組和體制改革給國內(nèi)的通信施工企業(yè)帶來了新的機遇和挑戰(zhàn)。SDYD公司應(yīng)采取何種戰(zhàn)略來把握住難得的機遇,避開各種威脅,發(fā)揮企業(yè)優(yōu)勢,克服企業(yè)劣勢,在激烈的市場競爭中尋得企業(yè)的持續(xù)生存和發(fā)展之路,這是本文研究的指導(dǎo)思想。論文分為7部分：緒論、理論綜述、公司戰(zhàn)略選擇的環(huán)境分析、公司戰(zhàn)略選擇的SWOT分析、公司競爭戰(zhàn)略的選擇、公司集中化競爭戰(zhàn)略的實施、結(jié)論。 本文在戰(zhàn)略分析部分：首先從企業(yè)所處的宏觀環(huán)境入手,運用PEST分析法對中國通信行業(yè)政治、經(jīng)濟、社會和技術(shù)各個方面進行系統(tǒng)分析；其次通過對通信行業(yè)競爭環(huán)境進行分析,構(gòu)造出基于五種競爭力模型的競合分析模型,找出企業(yè)面臨的機會和威脅；然后在內(nèi)部環(huán)境分析方面,主要從組織架構(gòu)、人力資源、財務(wù)狀況等方面分析SDYD公司的內(nèi)部資源,從而為下一步確定公司的競爭戰(zhàn)略打下一個基礎(chǔ)。戰(zhàn)略選擇部分：在系統(tǒng)分析的基礎(chǔ)上運用SWOT工具對SDYD公司的優(yōu)勢、劣勢、機會、威脅進行綜合分析,確定出適合SDYD公司發(fā)展的集中化競爭戰(zhàn)略。戰(zhàn)略實施部分：根據(jù)前一部分做出的集中化競爭戰(zhàn)略選擇,結(jié)合企業(yè)本身的情況和和未來面對的挑戰(zhàn),提出了四個方面的具體措施。最后做了一個總體性歸納。本文對類似的通信施工工程企業(yè)具有一定的借鑒意義。
[Abstract]:Shandong Post and Telecommunications Engineering Co., Ltd (hereinafter referred to as SDYD Company) is a communication construction enterprise which integrates communication engineering construction, wireless network optimization, communication equipment maintenance, computer information system integration, communication service and so on. In recent years, the company has been actively engaged in the communication construction of Netcom, Mobile, Unicom and other communication operators, transportation, electric power, public security and other social sectors, vigorously opening up overseas construction market, and has completed many overseas construction projects, and with Huawei, Bell, Alcatel, ZTE, Lucent UT Starcom, Fiberhome, Siemens, Harbour, Datang and other manufacturers have established cooperative relations and successively completed numerous large and medium-sized construction projects, with excellent construction quality and satisfactory service. Won the majority of the owners of trust and praise, set up a good image and reputation of the enterprise. With the rapid development of communication technology, modern communication enterprises are faced with many complicated and changeable environments. The reorganization and system reform of China's communications industry have brought new opportunities and challenges to domestic communication construction enterprises. What strategy should SDYD adopt to seize the rare opportunities, avoid all kinds of threats, give full play to the advantages of the enterprises, and overcome the disadvantages of the enterprises? In the fierce market competition, we can find the sustainable survival and development of enterprises, which is the guiding ideology of this paper. The paper is divided into seven parts: introduction, theoretical review, environmental analysis of corporate strategic choice, SWOT analysis of corporate strategic choice, selection of corporate competitive strategy, implementation of centralized competitive strategy and conclusion. In the part of strategic analysis, first of all, starting with the macro environment of the enterprise, we use the PEST analysis method to analyze the politics, economy, society and technology of Chinese communication industry systematically. Secondly, by analyzing the competitive environment of the communication industry, the paper constructs a competition analysis model based on five competitiveness models to find out the opportunities and threats faced by enterprises; then, in terms of internal environment analysis, it mainly analyzes the organizational structure, human resources, Financial situation and other aspects of the analysis of SDYD's internal resources, so as to determine the company's next competitive strategy lay a foundation. Strategic selection part: on the basis of system analysis, the author uses SWOT tools to analyze the strengths, weaknesses, opportunities and threats of SDYD Company, and determines the centralized competitive strategy suitable for the development of SDYD Company. Strategy implementation part: according to the choice of centralized competitive strategy made in the former part, combined with the situation of the enterprise itself and the challenges in the future, the paper puts forward four specific measures. Finally, a general conclusion is made. This article has certain reference significance to the similar communication construction engineering enterprise.
【學位授予單位】：山東大學
【學位級別】：碩士
【學位授予年份】：2012
【分類號】：F616

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本文編號：2143963