莆田市JH建筑工程公司发展战略研究

发布时间：2018-01-04 12:22

本文关键词：莆田市JH建筑工程公司发展战略研究　出处：《福建农林大学》2017年硕士论文　论文类型：学位论文

【摘要】：当前,我国经济发展处于"新常态"转折时期,新常态下建筑市场云谲波诡不可预测,国内经济增长率持续走低,建筑市场的竞争将进一步加剧。"十八大"所提出的"一带一路"战略构想和建设"美丽中国"的总体目标,对经济社会发展特别是建筑业的发展也将产生重大而深远影响。建筑业正经历着一场结构优化升级,全面洗牌的过程。在这种市场形势下,建筑施工企业只有积极适应社会变化,改变以往的增长模式,加快推进企业的转型升级,练好内功,才能实现企业的可持续发展。作为莆田市建筑市场上的知名公司,JH建筑工程公司近年来发展迅速,表现可圈可点,但也暴露出许多问题,特别是在经营管理上,企业经营战略不清晰,主营业务单一,工程垫资风险较大,经营效益低下,长期与中小建筑企业在低级市场竞争,制约了企业可持续发展。本文以JH建筑公司作为研究对象,运用战略管理中组织环境与组织战略协同演进理论,采用SWOT-AHP分析法对JH公司所处的行业环境进行分析,归纳出企业所面临的优势、劣势、机遇和威胁。通过分析发现在目前所处的新常态大环境下,建筑业竞争日益加剧,手段不断翻新,利润率越来越低,但有的企业却通过及时转型,特色经营,反而在竞争中愈来愈强等特点。JH公司虽然在质量安全控制、品牌口碑、大型机械设备、文化建设方面拥有自己的优势,但在发展进入瓶颈期后,出现了利润降低、工程垫资欠款严重、房建业务主营范围市场份额萎缩等问题,对企业的可持续发展造成了严重的影响。本文通过采用SWOT-AHP战略分析方法对JH公司的发展战略进行战略定位,确定发展战略类型,以提升其在日趋激烈的市场竞争中的竞争优势。本文通过对莆田市JH建筑公司的发展战略研究,建议JH建筑公司当前应采取机会开拓型经营发展战略,借助自贸区的东风,抓住难得的机遇,调整管理结构,在保持本地市场既有份额的同时,利用福建省作为21世纪海上丝绸之路的核心区优势,实现建筑业产值的逐步提升;大力实施"走出去"发展战略,积极开拓省外市场,做大做强企业品牌。同时通过强强联合延伸产业链,扩大企业施工资质范围,调整公司主营业务结构,实现以房建为主业到市政基础设施建设为主业的转变,在国家加大城市建设的大环境下,抓住机遇,积极参与城乡基础设施建设,实现企业的跨越发展。在制定发展战略的同时,本文也从企业参与工程总承包、完善组织结构、人才队伍建设、财务风险防控、现代管理模式、技术创新、工程质量安全水平提升及资本助力等方面系统提出战略实施的保障措施。
[Abstract]:At present, the economic development of our country is in the transition period of "new normal". Under the new normal, the construction market is turbulent and unpredictable, and the domestic economic growth rate continues to decline. The competition in the construction market will be further intensified. The strategic conception of "Belt and Road" put forward by the "18" Congress and the overall goal of building "beautiful China" will be further intensified. Economic and social development, especially the development of the construction industry will also have a significant and far-reaching impact. The construction industry is undergoing a structural optimization and upgrading, an overall reshuffle process. In this market situation. Construction enterprises can only actively adapt to social changes, change the past growth model, accelerate the transformation and upgrading of enterprises, and practice good internal work. As a famous company in Putian construction market, JH construction engineering company has developed rapidly in recent years, and its performance is remarkable, but it also exposes many problems. Especially in the management, the business strategy is not clear, the main business is single, the risk of the project cushion is large, the operating efficiency is low, and the small and medium-sized construction enterprises compete in the lower market for a long time. This paper takes JH Construction Company as the research object and applies the theory of coordinated evolution between organizational environment and organizational strategy in strategic management. SWOT-AHP analysis method is used to analyze the industry environment of JH Company, and the advantages and disadvantages faced by enterprises are summed up. Through the analysis of opportunities and threats, it is found that under the new normal environment, the competition of the construction industry is increasingly intensified, the means are constantly renovated, and the profit margin is lower and lower, but some enterprises operate with characteristics through the timely transformation. JH company has its own advantages in quality and safety control, brand reputation, large-scale machinery and equipment, cultural construction, but in the development of the bottleneck period. Appeared the profit to reduce, the project cushion capital arrears is serious, the housing construction service main scope market share shrinks and so on the question. It has a serious impact on the sustainable development of enterprises. This paper uses the SWOT-AHP strategic analysis method to locate the development strategy of JH company and determine the type of development strategy. In order to enhance its competitive advantage in the increasingly fierce market competition, this article through the Putian JH construction company's development strategy research, suggests that JH construction company should adopt the opportunity development strategy at present. With the help of the east wind of the free trade area, seize the rare opportunity, adjust the management structure, while keeping the existing share of the local market, take advantage of Fujian Province as the core area of the maritime Silk Road in 21th century. To realize the gradual upgrading of the output value of the construction industry; Vigorously implement the "go out" development strategy, actively open up foreign markets, and become bigger and stronger enterprise brand. At the same time, expand the scope of construction qualification and adjust the main business structure of the company through the combination of strong and strong to extend the industrial chain. In order to realize the transition from building construction to municipal infrastructure construction, we should seize the opportunity and actively participate in urban and rural infrastructure construction under the environment of increasing urban construction. To achieve the leapfrogging development of enterprises. At the same time, this paper also from the enterprise to participate in the general contracting project, improve the organizational structure, talent team building, financial risk prevention and control, modern management model, technological innovation. The guarantee measures of strategic implementation are put forward systematically in respect of improving the level of engineering quality and safety and capital assistance.
【学位授予单位】：福建农林大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F426.92;F272

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