本文選題：建筑企業(yè)　切入點：海外業(yè)務　出處：《北京交通大學》2013年碩士論文

【摘要】：伴隨著經濟全球化浪潮,各國經濟聯(lián)系日益緊密,這也帶動了國際工程承包市場的快速發(fā)展,尤其是東南亞、中東和非洲市場的發(fā)展更是驚人。青建集團股份公司(簡稱青建集團)作為一家擁有房屋總承包特級資質的大型建筑企業(yè),發(fā)展國際工程承包業(yè)務已有三十年的歷史。在三十年的發(fā)展歷程中,青建集團的海外業(yè)務發(fā)展取得了一定的成績,并初具規(guī)模,更重要的是青建集團積累了寶貴的國際工程項目經驗。此外,在中國“走出去”戰(zhàn)略的積極推動下,我國對外工程承包行業(yè)也獲得了迅速發(fā)展。面對行業(yè)發(fā)展的良好勢頭,青建集團有必要抓住戰(zhàn)略機遇更進一步推進其海外業(yè)務的發(fā)展。但是,機遇往往與挑戰(zhàn)并存,在新時期,面對新環(huán)境,對青建集團所處的內外部環(huán)境進行全面、審慎地分析并制定海外發(fā)展戰(zhàn)略有著重要的意義。 本文通過運用相關的企業(yè)競爭戰(zhàn)略理論,使用SWOT分析方法,對青建集團海外業(yè)務面臨的內、外部環(huán)境進行了分析,得出了外部環(huán)境面臨的機會、威脅和內部運營中存在的優(yōu)勢、劣勢。在此基礎上,確定了青建集團海外業(yè)務發(fā)展戰(zhàn)略的優(yōu)化方向及可能的核心競爭力培養(yǎng)方向。同時,從戰(zhàn)略發(fā)展方向、商業(yè)模式定位(包括主業(yè)定位、業(yè)務、市場布局、價值鏈選擇、盈利模式、增長模式等)、整體戰(zhàn)略目標等方面對海外業(yè)務進行了戰(zhàn)略規(guī)劃。針對制定的戰(zhàn)略規(guī)劃,擬定了相應的組織保障措施(管控模式、組織架構、總部職能定位)、市場經營措施、運營管理措施、資源支持措施(人力、勞務、資金、物資、技術),以確保戰(zhàn)略規(guī)劃的真正實施和落地。
[Abstract]:With the tide of economic globalization, the economic ties between various countries have become increasingly close, which has also led to the rapid development of the international project contracting market, especially in Southeast Asia. The development of markets in the Middle East and Africa is even more striking. It has been 30 years since the development of international engineering contracting business. In the course of 30 years of development, the overseas business development of the Green Construction Group has made certain achievements, and has begun to take shape. More importantly, the Green Construction Group has accumulated valuable experience in international engineering projects. In addition, under the positive impetus of China's "going out" strategy, China's foreign engineering contracting industry has also gained rapid development. It is necessary to seize the strategic opportunity to further promote the development of its overseas business. However, opportunities often coexist with challenges. In the new era, in the face of the new environment, the internal and external environment of the group is comprehensive. It is of great significance to carefully analyze and formulate overseas development strategies. By using the theory of competitive strategy and SWOT analysis method, this paper analyzes the internal and external environment faced by the overseas business of Qingjian Group, and obtains the opportunities that the external environment is facing. On the basis of this, the optimization direction of overseas business development strategy and the direction of cultivation of possible core competitiveness are determined. At the same time, from the strategic development direction, Business model positioning (including main business positioning, business, market layout, value chain selection, profit model, growth model, overall strategic objectives and other aspects of the strategic planning of overseas business. The corresponding organizational safeguard measures (management and control model, organizational structure, headquarter function positioning, market management measures, operational management measures, resource support measures (manpower, labor, capital, goods and materials) are drawn up. Technology to ensure the actual implementation of strategic planning and landing.
【學位授予單位】：北京交通大學
【學位級別】：碩士
【學位授予年份】：2013
【分類號】：F273;F426.92

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