本文關(guān)鍵詞：莆田市JH建筑工程公司發(fā)展戰(zhàn)略研究　出處：《福建農(nóng)林大學(xué)》2017年碩士論文　論文類型：學(xué)位論文

  更多相關(guān)文章： 建筑企業(yè) 發(fā)展戰(zhàn)略 戰(zhàn)略實(shí)施 SWOT-AHP

【摘要】：當(dāng)前,我國經(jīng)濟(jì)發(fā)展處于"新常態(tài)"轉(zhuǎn)折時(shí)期,新常態(tài)下建筑市場云譎波詭不可預(yù)測,國內(nèi)經(jīng)濟(jì)增長率持續(xù)走低,建筑市場的競爭將進(jìn)一步加劇。"十八大"所提出的"一帶一路"戰(zhàn)略構(gòu)想和建設(shè)"美麗中國"的總體目標(biāo),對(duì)經(jīng)濟(jì)社會(huì)發(fā)展特別是建筑業(yè)的發(fā)展也將產(chǎn)生重大而深遠(yuǎn)影響。建筑業(yè)正經(jīng)歷著一場結(jié)構(gòu)優(yōu)化升級(jí),全面洗牌的過程。在這種市場形勢(shì)下,建筑施工企業(yè)只有積極適應(yīng)社會(huì)變化,改變以往的增長模式,加快推進(jìn)企業(yè)的轉(zhuǎn)型升級(jí),練好內(nèi)功,才能實(shí)現(xiàn)企業(yè)的可持續(xù)發(fā)展。作為莆田市建筑市場上的知名公司,JH建筑工程公司近年來發(fā)展迅速,表現(xiàn)可圈可點(diǎn),但也暴露出許多問題,特別是在經(jīng)營管理上,企業(yè)經(jīng)營戰(zhàn)略不清晰,主營業(yè)務(wù)單一,工程墊資風(fēng)險(xiǎn)較大,經(jīng)營效益低下,長期與中小建筑企業(yè)在低級(jí)市場競爭,制約了企業(yè)可持續(xù)發(fā)展。本文以JH建筑公司作為研究對(duì)象,運(yùn)用戰(zhàn)略管理中組織環(huán)境與組織戰(zhàn)略協(xié)同演進(jìn)理論,采用SWOT-AHP分析法對(duì)JH公司所處的行業(yè)環(huán)境進(jìn)行分析,歸納出企業(yè)所面臨的優(yōu)勢(shì)、劣勢(shì)、機(jī)遇和威脅。通過分析發(fā)現(xiàn)在目前所處的新常態(tài)大環(huán)境下,建筑業(yè)競爭日益加劇,手段不斷翻新,利潤率越來越低,但有的企業(yè)卻通過及時(shí)轉(zhuǎn)型,特色經(jīng)營,反而在競爭中愈來愈強(qiáng)等特點(diǎn)。JH公司雖然在質(zhì)量安全控制、品牌口碑、大型機(jī)械設(shè)備、文化建設(shè)方面擁有自己的優(yōu)勢(shì),但在發(fā)展進(jìn)入瓶頸期后,出現(xiàn)了利潤降低、工程墊資欠款嚴(yán)重、房建業(yè)務(wù)主營范圍市場份額萎縮等問題,對(duì)企業(yè)的可持續(xù)發(fā)展造成了嚴(yán)重的影響。本文通過采用SWOT-AHP戰(zhàn)略分析方法對(duì)JH公司的發(fā)展戰(zhàn)略進(jìn)行戰(zhàn)略定位,確定發(fā)展戰(zhàn)略類型,以提升其在日趨激烈的市場競爭中的競爭優(yōu)勢(shì)。本文通過對(duì)莆田市JH建筑公司的發(fā)展戰(zhàn)略研究,建議JH建筑公司當(dāng)前應(yīng)采取機(jī)會(huì)開拓型經(jīng)營發(fā)展戰(zhàn)略,借助自貿(mào)區(qū)的東風(fēng),抓住難得的機(jī)遇,調(diào)整管理結(jié)構(gòu),在保持本地市場既有份額的同時(shí),利用福建省作為21世紀(jì)海上絲綢之路的核心區(qū)優(yōu)勢(shì),實(shí)現(xiàn)建筑業(yè)產(chǎn)值的逐步提升;大力實(shí)施"走出去"發(fā)展戰(zhàn)略,積極開拓省外市場,做大做強(qiáng)企業(yè)品牌。同時(shí)通過強(qiáng)強(qiáng)聯(lián)合延伸產(chǎn)業(yè)鏈,擴(kuò)大企業(yè)施工資質(zhì)范圍,調(diào)整公司主營業(yè)務(wù)結(jié)構(gòu),實(shí)現(xiàn)以房建為主業(yè)到市政基礎(chǔ)設(shè)施建設(shè)為主業(yè)的轉(zhuǎn)變,在國家加大城市建設(shè)的大環(huán)境下,抓住機(jī)遇,積極參與城鄉(xiāng)基礎(chǔ)設(shè)施建設(shè),實(shí)現(xiàn)企業(yè)的跨越發(fā)展。在制定發(fā)展戰(zhàn)略的同時(shí),本文也從企業(yè)參與工程總承包、完善組織結(jié)構(gòu)、人才隊(duì)伍建設(shè)、財(cái)務(wù)風(fēng)險(xiǎn)防控、現(xiàn)代管理模式、技術(shù)創(chuàng)新、工程質(zhì)量安全水平提升及資本助力等方面系統(tǒng)提出戰(zhàn)略實(shí)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.
【學(xué)位授予單位】：福建農(nóng)林大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F426.92;F272

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