A集团房建事业本部竞争战略研究

发布时间：2018-06-08 06:37

本文选题：建筑业 + 竞争战略　；参考：《中国海洋大学》2013年硕士论文

【摘要】：建筑业竞争日趋激烈，如何避免竞争同质化，推动行业转型升级，一直是各大企业发展中的一大难题。从2001年开始，A集团逐渐认识到战略管理对企业发展的重要性，2002年，，A集团确立了最初的战略工作思路，2004年底，A集团三年战略目标顺利完成，此后分别在2005年至2007年和2008年至2010年实施了两次阶段性战略。当2010年新战略完美收官之时，A集团的发展已经完成了一个华丽蜕变：营业额从2001年的17亿元增长到200多亿元；利润增长16倍；在岗员工人均收入增长4倍。产业结构由单一的房建升级到房建、地产、资本运营、现代物流齐头并进。科技进步不断提升档次,综合实力稳步增长。但随着市场竞争的加剧，国家对房地产的调控政策的出台，如何在新的局面下，保持A集团多年来快速发展的势头，如何制定新的战略规划是A集团首要解决的问题。本文结合企业内部资源和对外部环境的分析，及A集团十年的发展战略历程，研究A集团下属房建事业本部在新形势下竞争战略，提出切实可行的差异化竞争战略、品牌战略及核心能力培育战略，为企业下一步发展提出合理化建议，保证企业持续、健康、稳步发展。
[Abstract]:The competition in the construction industry is becoming more and more fierce. How to avoid the homogeneity of competition and promote the transformation and upgrading of the industry has always been a big problem in the development of major enterprises. Since 2001, Group A has gradually realized the importance of strategic management to the development of enterprises. In 2002, Group A established the initial strategic thinking and successfully completed the three-year strategic objectives of Group A at the end of 2004. Since then in 2005 to 2007 and 2008 to 2010 to implement two stages of strategy. When the new strategy completed in 2010 when the development of Group A has completed a gorgeous transformation: turnover from 1.7 billion yuan in 2001 to more than 20 billion yuan; Profits rose 16 times; employee per capita income quadrupled. Industrial structure from a single house construction to housing construction, real estate, capital operation, modern logistics. Scientific and technological progress has been continuously upgraded, and comprehensive strength has steadily increased. However, with the intensification of market competition and the introduction of the national regulation and control policy on real estate, how to maintain the momentum of Group A's rapid development over the years in the new situation, How to make a new strategic plan is the first problem that A group solves. Based on the analysis of internal resources and external environment, and the development strategy of Group A in the past ten years, this paper studies the competitive strategy of the Housing Construction Department of Group A under the new situation, and puts forward a feasible strategy of differentiation competition. Brand strategy and core competence development strategy, for the next development of the enterprise to put forward reasonable suggestions, to ensure the sustained, healthy and steady development of the enterprise.
【学位授予单位】：中国海洋大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F272;F426.92

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