广州龙达工程管理有限公司区域拓展战略研究

发布时间：2017-12-27 03:02

本文关键词：广州龙达工程管理有限公司区域拓展战略研究　出处：《华南理工大学》2014年硕士论文　论文类型：学位论文

【摘要】：广州龙达工程管理有限公司前身是广州开发区建设发展集团属下的建管部,在1992年组建“广州经济技术开发区建设监理有限公司”,经营范围是监理、招标代理、工程咨询,是全国范围内较早成立的监理公司。公司在2000开始股份制改造,2009年国有股份退出,成为一家民营企业,在2010年,改名为“广州龙达工程管理有限公司”(简称龙达公司)。在过去的十多年,龙达公司(前身广州开发区监理公司)是一家地域色彩浓厚的公司,公司业务以广州开发区内的市政、厂房的委托监理为主,该部分业务一直占据公司营业额的70%以上,同时监理业务占据公司营业额的90%。自2000年来,广东建筑市场发生了很大变化,期间广州的“三年一中变”,大学城建设,亚运会建设,深圳大运会建设,催生了大量由政府主导的大型,特大型基础建设项目。而龙达公司因为经营局域的狭窄,经营理念的落后,错过了很多发展的机遇,由90年代处于行业上游的地位下降到行业中游的位置,不少同行抓住了机遇,在10年内迅速成长,并进入到广州开发区占领市场,使龙达公司的市场份额进一步收缩。龙达公司完成股份制改造后,理顺了股权关系,并在董事会上提出“振兴龙达”的战略布局,以期能够成为华南地区最有影响力的工程管理公司。基于上述战略背景,通过对一家刚完成改制的工程管理公司的过去、现状的分析,提出公司的企业战略,并针对区域拓展战略的路线,方针进行规划,制定可持续发展的战略。本战略计划书主要运用PEST分析、SWOT分析等管理工具,针对目前的市场情况进行分析,提出区域拓展发展的计划,以相关多元化为主线,深度发掘项目价值,拓展业务领域,同时通过特许经营等形式迅速占领泛珠三角市场。因而制定龙达公司的5年战略目标,即5年内公司合同额复合增长率不低于20%,股东核心收益率不低于20%,目标市场涵盖广东,广西,湖南,贵州,江西,海南等华南地区,增加10家左右的特许经营合作方。同时根据公司的特点和目标市场制定出盈利模式,阐述公司的运营收入、市场投入、人力资源计划等战略实施保障措施。最终阐明公司战略计划的执行、监督与控制,保障战略得以实施。
[Abstract]:Guangzhou Longda Engineering Management Company Limited is the predecessor of the Ministry of construction building development group under the Guangzhou Development Zone, the formation of the Guangzhou economic and Technological Development Zone Construction Supervision Company "in 1992, is the scope of supervision, tender agent, engineering consulting, supervision companies nationwide early. At the beginning of 2000, joint-stock system was transformed. In 2009, state owned shares quit and became a private enterprise. In 2010, it was renamed "Guangzhou Longda Engineering Management Co., Ltd." (referred to as Longda company). In the past more than 10 years, Longda company (formerly Guangzhou Development Zone Supervision Company) is a strong local color, the company's business in the supervision of Guangzhou Development Zone, municipal building, above the part of the business has accounted for 70% of the company's turnover, and supervision business accounted for 90% of the company's turnover. Since 2000, great changes have taken place in the construction market in Guangdong. During the "three years and one change" in Guangzhou, the construction of the University Town, the Asian Games and the Universiade in Shenzhen brought about a large number of large-scale infrastructure projects dominated by the government. But because the local Longda company business philosophy behind the narrow, missed a lot of opportunities in the development of the upstream industry by 90s dropped to the status of the location in the middle reaches of the industry, to seize the opportunity of many peers, the rapid growth in 10 years, and into the Guangzhou Development Zone to occupy the market, make the Longda company market share further contraction. After finishing the shareholding reform, Longda company straightened out the relationship of stock ownership, and put forward the strategic layout of "revitalization of Longda" in the board of directors, in order to become the most influential engineering management company in Southern China area. Based on the above strategic background, by analyzing the past and current situation of a newly completed engineering management company, the company's enterprise strategy is put forward, and the strategy of regional development strategy is formulated, and the strategy of sustainable development is formulated. This strategy plan mainly uses the management tool of PEST analysis and SWOT analysis, analyzes the current market situation, put forward the regional development plan, to related diversification as the main line, to explore the depth of the value of the project, expanding business areas, at the same time through franchising and other forms of the rapid occupation of the Pan Pearl River Delta market. Thus the development of Longda company 5 years strategic objectives, namely in 5 years the company contract amount of compound growth rate of not less than 20% of shareholders' core earnings rate of not less than 20%, the target market covers Guangdong, Guangxi, Hunan, Guizhou, Jiangxi, Hainan and Southern China area, increase the franchise about 10 business partners. At the same time, according to the characteristics of the company and the target market, the profit mode is formulated, and the implementation measures of the company's operational income, market input and human resources plan are elaborated. Finally, it clarifies the implementation, supervision and control of the company's strategic plan, and the implementation of the security strategy.
【学位授予单位】：华南理工大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F426.92

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