【摘要】：隨著經(jīng)濟(jì)的發(fā)展,我國水電建筑市場已經(jīng)出現(xiàn)供大于求的情況,市場爭奪日趨白熱化,與此同時(shí),受經(jīng)濟(jì)全球化的影響,國內(nèi)外水電市場整合成為必然趨勢,國內(nèi)水電建筑施工企業(yè)將在國內(nèi)和國際市場直接面對所有同行企業(yè)的激烈競爭。相對國外同行,我國的水電建筑公司在管理、資金、技術(shù)等方面都處于劣勢地位。在這樣一個(gè)復(fù)雜多變的市場環(huán)境面前,中國的水電施工企業(yè)要在競爭中生存和發(fā)展,應(yīng)當(dāng)客觀地評價(jià)企業(yè)自身存在的優(yōu)勢和劣勢,制定適用于自己的戰(zhàn)略并有效地執(zhí)行,才能提高企業(yè)的競爭力,創(chuàng)造企業(yè)價(jià)值,促進(jìn)企業(yè)的可持續(xù)發(fā)展。 本文以水電八局企業(yè)戰(zhàn)略研究為主線,結(jié)合戰(zhàn)略研究文獻(xiàn)理論,聯(lián)系本人在水電八局的實(shí)際工作,首先介紹該題目的背景和意義等；然后分析水電八局內(nèi)部情況：先對整個(gè)水電建筑施工行業(yè)做出整體描述,再介紹水電八局,接著描述水電八局企業(yè)內(nèi)部優(yōu)勢與存在的問題,通過IFE內(nèi)部因素評價(jià)矩陣,得出水電八局內(nèi)部總加權(quán)分?jǐn)?shù)為3.05,高于平均分2.5,表明水電八局內(nèi)部因素相對同行有比較明顯的競爭優(yōu)勢；然后通過PEST企業(yè)宏觀環(huán)境分析方法對水電八局所處的外部宏觀環(huán)境做出整體地分析,應(yīng)用波特五力模型對水電八局目前存在的替代品威脅、買方議價(jià)能力、賣方議價(jià)能力以及現(xiàn)存競爭者,潛在進(jìn)入者五方面進(jìn)行分析研究,使用EFE外部因素評價(jià)矩陣對水電八局的外部環(huán)境做全面的評價(jià),得出目前水電八局在水電建筑行業(yè)相對其他競爭對手能充分利用外部機(jī)會和回避外部威脅,但優(yōu)勢不太明顯；在以上研究基礎(chǔ)上對水電八局戰(zhàn)略選擇做出探討,本文最后提出了保障戰(zhàn)略實(shí)施的途徑。
[Abstract]:With the development of economy, the supply of hydropower construction market in our country has exceeded demand, and the market competition is becoming more and more intense. At the same time, due to the influence of economic globalization, the integration of domestic and foreign hydropower market has become an inevitable trend. Domestic hydropower construction enterprises will directly face the fierce competition of all their peers in the domestic and international markets. Compared with foreign counterparts, hydropower construction companies in China are in a inferior position in management, capital, technology and so on. In order to survive and develop in the competition, in order to survive and develop in such a complex and changeable market environment, Chinese hydropower construction enterprises should objectively evaluate the advantages and disadvantages of enterprises themselves, formulate strategies suitable for themselves and implement them effectively, so as to improve the competitiveness of enterprises, create enterprise value and promote the sustainable development of enterprises. This article takes the hydropower eight bureau enterprise strategy research as the main line, unifies the strategic research literature theory, unifies my actual work in the hydropower eight bureau, first introduces the background and the significance of this topic and so on. Then it analyzes the internal situation of hydropower eight bureau: first, it makes an overall description of the whole hydropower construction industry, then introduces the hydropower eight bureau, and then describes the internal advantages and existing problems of hydropower eight bureau enterprises. through the IFE internal factor evaluation matrix, it is concluded that the total weighted score of hydropower eight bureau is 3.05, which is higher than the average score of 2.5, indicating that the internal factors of hydropower eight bureau have obvious competitive advantage over their peers. Then, through the method of PEST enterprise macro environment analysis, this paper makes an overall analysis of the external macro environment of Hydropower eight Bureau, and applies the Porter five force model to analyze and study the existing substitute threat, buyer bargaining ability, seller bargaining ability, existing competitors and potential entrants of Hydropower eight Bureau, and makes a comprehensive evaluation of the external environment of Hydropower eight Bureau by using EFE external factor evaluation matrix. It is concluded that compared with other competitors in the hydropower construction industry, the eighth Bureau of Hydropower can make full use of external opportunities and avoid external threats, but the advantages are not very obvious. On the basis of the above research, this paper discusses the strategic choice of the eighth Bureau of Hydropower, and finally puts forward the ways to implement the guarantee strategy.
【學(xué)位授予單位】：湖南農(nóng)業(yè)大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F272;F426.61;F426.91

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