本文關(guān)鍵詞：二十二冶集團(tuán)天津建設(shè)有限公司競爭戰(zhàn)略研究　出處：《北方工業(yè)大學(xué)》2017年碩士論文　論文類型：學(xué)位論文

  更多相關(guān)文章： 競爭戰(zhàn)略 成本領(lǐng)先戰(zhàn)略 二十二冶集團(tuán)天津建設(shè)有限公司

【摘要】：目前中國企業(yè)面臨著錯(cuò)綜復(fù)雜的國際大環(huán)境,諸多的不確定因素正在增加。全世界經(jīng)濟(jì)增長面臨著整體下行的局面,由于不斷萎縮的國際市場,以中國為典型代表的新經(jīng)濟(jì)體國家的經(jīng)濟(jì)增長也開始逐漸放緩,國內(nèi)外建筑行業(yè)競爭進(jìn)一步加劇。與此同時(shí)中國國內(nèi)的建筑施工企業(yè)還面臨著工程款長時(shí)間難以回收,人員工資、建筑材料以及各類資源價(jià)格高居不下的緊迫考驗(yàn),使得企業(yè)整體的利潤受到進(jìn)一步壓縮。面對目前種種不利于企業(yè)發(fā)展的嚴(yán)峻環(huán)境,二十二冶集團(tuán)天津建設(shè)有限公司必須及時(shí)調(diào)整當(dāng)前的經(jīng)營戰(zhàn)略,加快并提高市場轉(zhuǎn)型,在固有業(yè)務(wù)基礎(chǔ)上延伸產(chǎn)業(yè)鏈條、加強(qiáng)企業(yè)內(nèi)部管理。抓住行業(yè)價(jià)值鏈條中高利潤的關(guān)節(jié),多方位拓展新產(chǎn)品和新市場,并選擇有有效可行的企業(yè)競爭戰(zhàn)略,從而達(dá)到穩(wěn)定持續(xù)發(fā)展的目標(biāo)。本文按照理論與實(shí)例相互結(jié)合的研究思路,首先對當(dāng)今世界主要競爭戰(zhàn)略研究學(xué)者的理論進(jìn)行了簡要的闡述;然后介紹本文的核心研究對象二十二冶集團(tuán)天津建設(shè)有限公司概況,從中分析得出天津公司競爭戰(zhàn)略采用的是成本領(lǐng)先戰(zhàn)略,目的是通過利用精細(xì)管理的概念和思維方式控制生產(chǎn)成本,以成本管控為基礎(chǔ),項(xiàng)目管理為核心,并建設(shè)多樣化的成本管理體系,以達(dá)到對實(shí)施成本領(lǐng)先戰(zhàn)略有利的支持,為推進(jìn)公司穩(wěn)定發(fā)展、擴(kuò)大公司規(guī)模的最終目標(biāo)服務(wù)。本文首先運(yùn)用PEST分析工具對二十二冶集團(tuán)天津建設(shè)有限公司面臨的政治、經(jīng)濟(jì)、社會(huì)和技術(shù)等外部環(huán)境進(jìn)行了相對全面的分析,之后又運(yùn)用SWOT分析工具對天津公司競爭戰(zhàn)略的機(jī)遇、威脅、優(yōu)勢和劣勢深入分析,發(fā)現(xiàn)天津公司具備現(xiàn)有高素質(zhì)的管理團(tuán)隊(duì)、集團(tuán)與房地產(chǎn)開發(fā)商良好合作關(guān)系、穩(wěn)定的資金來源等自身優(yōu)勢,以及在政策扶持、固定資產(chǎn)分配、勞動(dòng)力資源、產(chǎn)品的水平、技術(shù)革新水平、產(chǎn)業(yè)規(guī)模與組織結(jié)構(gòu)等方面機(jī)會(huì)與威脅所在。針對天津公司實(shí)施低成本戰(zhàn)略過程中所存在的問題,例如人力資源的管控、市場營銷方案的運(yùn)用以及企業(yè)管理制度建設(shè)等,分析其問題根源,希望最終提出一個(gè)有效的成本領(lǐng)先戰(zhàn)略實(shí)施方案,并對實(shí)施成本領(lǐng)先戰(zhàn)略中可能遇到的困難和問題以及如何具體制定方案等方面進(jìn)行較為詳細(xì)的敘述。希望本文的內(nèi)容和其相應(yīng)結(jié)論對二十二冶集團(tuán)天津建設(shè)有限公司的運(yùn)營和管理具有一定程度的參考價(jià)值,并且同樣對那些以建筑施工為主要經(jīng)營項(xiàng)目的企業(yè)也具備一定的啟示效果。
[Abstract]:At present, Chinese enterprises are facing the international environment perplexing, many uncertain factors are increasing. The world economy faces a downward overall situation, due to the shrinking international market, new economies to China as a typical representative of economic growth began slowing down, the domestic construction industry competition further intensified. At the same time Chinese domestic construction enterprises is facing a long time to recover, engineering staff wages, pressing test and all kinds of resource price building materials is not high, the whole enterprise profits are further compressed. In the face of the severe environment at all is not conducive to the development of enterprises, Tianjin Metallurgical Group construction company must adjust the current business strategy, accelerate and improve market transformation, extend the industrial chain in the inherent business basis, strengthen enterprise internal management Joint. Seize the high profits of the industry value chain, multi-faceted development of new products and markets, and choose a feasible and effective competitive strategy, so as to achieve the sustainable development goal. This paper according to the theory and practice with each other, the first of the world major competitive strategy research scholar's theory briefly the paper introduces the general situation of the core of this paper; then the research object 22mcc group Tianjin Construction Co. Ltd., from the analysis of the competitive strategy of Tianjin Corporation is the cost leadership strategy, the purpose is through the use of fine management concepts and mode of thinking to control production costs, cost control as the basis of project management as the core, and the diversification of the construction cost management the system, in order to implement the cost leading strategy favorable support, to promote the stable development of the company, the ultimate goal of expanding the size of the company Standard service. This paper uses PEST analysis tool to face 22mcc Group Construction Co. Ltd. Tianjin political, economic, social and technological environment for a comprehensive analysis, and then use the opportunity, SWOT analysis tool for the Tianjin Corporation strategic threats, advantages and disadvantages of in-depth analysis, found that Tianjin Corporation have existing high-quality management team, good cooperation between the group and the real estate developers, stable capital source of their own advantages, and policy support, fixed assets allocation of labor resources, the level of product technology innovation level, industrial scale and organization structure of opportunities and threats. The implementation of the existing problems in the process of low cost strategy for Tianjin Corporation, for example human resource management, marketing plan and the use of the enterprise management system construction, analysis of the root of the problem, hope Finally put forward an effective cost leadership strategy implementation plan, and the implementation of cost leadership may encounter difficulties and problems in the strategy and how to develop specific solutions and other aspects of a more detailed description. I hope the operation and management of the contents of this paper and the corresponding conclusion of Tianjin 22mcc Group Construction Co. Ltd. has certain reference value. And as for those in the construction projects as the main business enterprises also have certain enlightenment effect.

【學(xué)位授予單位】：北方工業(yè)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F426.92

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