本文選題：成都路橋 + 核心競爭力　； 參考：《西南交通大學(xué)》2013年碩士論文

【摘要】：對一個企業(yè)而言,競爭戰(zhàn)略是其生存和成長的重要基礎(chǔ)。現(xiàn)階段,國內(nèi)的高速公路以及市政道路在經(jīng)過十幾年的發(fā)展之后,它面臨的經(jīng)濟(jì)環(huán)境等各個方面均發(fā)生了極大的變化,建設(shè)投資從最初的幾何級數(shù)增長變?yōu)榉�(wěn)步增長。路橋施工是充分競爭的行業(yè),激烈的競爭使路橋施工企業(yè)進(jìn)入微利時代,要想在激烈的市場競爭中保持不敗且能持續(xù)發(fā)展,各個路橋施工企業(yè)必須有自己的競爭戰(zhàn)略。只有制定出既能規(guī)避風(fēng)險又能抓住機(jī)會并符合企業(yè)實(shí)際的發(fā)展和競爭戰(zhàn)略,并嚴(yán)格、有效地執(zhí)行,企業(yè)才能不斷的攀登新的高峰,否則,就會被市場無情淘汰。 成都路橋作為四川省民營公路路橋建筑施工企業(yè),主要從事高速公路、橋梁工程等建設(shè)。本文立足于該企業(yè)謀求更好的生存空間和相對優(yōu)勢的競爭能力的要求,通過深入分析企業(yè)所面臨的政治法律環(huán)境、經(jīng)濟(jì)環(huán)境、社會文化環(huán)境、自然和科技環(huán)境等宏觀環(huán)境和微觀環(huán)境、路橋建設(shè)市場的現(xiàn)狀以及成都路橋公司內(nèi)部資源和能力,剖析公司存在的問題,認(rèn)為公司存在區(qū)位優(yōu)勢、管理團(tuán)隊(duì)綜合素質(zhì)高、企業(yè)資質(zhì)高、工程管理精確化、具備持續(xù)開展BT業(yè)務(wù)的能力、信息化程度高、品牌效應(yīng)等優(yōu)勢；存在企業(yè)規(guī)模不大、研發(fā)及創(chuàng)新能力較弱、資金相對不足、經(jīng)營結(jié)構(gòu)較為單一、省外市場開發(fā)能力較弱、激勵機(jī)制還需完善等劣勢,并面臨諸多外部機(jī)會和挑戰(zhàn)。通過SWOT分析,提出可行的競爭戰(zhàn)略,其競爭戰(zhàn)略總體為總成本領(lǐng)先和差異化相結(jié)合。該文還提出了九大職能戰(zhàn)略以保證競爭戰(zhàn)略的實(shí)施,即與大型企業(yè)合作提高競爭力的戰(zhàn)略、開拓市場營銷的戰(zhàn)略、開展資本運(yùn)營的戰(zhàn)略、建立人力資源管理的戰(zhàn)略、開展品牌保衛(wèi)和企業(yè)文化戰(zhàn)略、風(fēng)險管理戰(zhàn)略、降低主營業(yè)務(wù)成本的戰(zhàn)略、積極添置施工機(jī)械的戰(zhàn)略、開展多元化經(jīng)營的戰(zhàn)略。該分析對提高成都路橋的市場競爭能力,保持市場占有額、提高營運(yùn)收入等有著積極而現(xiàn)實(shí)的意義。
[Abstract]:For an enterprise, competitive strategy is an important basis for its survival and growth. At present, after more than ten years' development, the domestic expressway and municipal road have undergone great changes in the economic environment, and the investment in construction has changed from the initial geometric progression to a steady increase. Road and bridge construction is a fully competitive industry. The fierce competition makes the road and bridge construction enterprises enter the era of small profit. In order to maintain unbeaten and sustainable development in the fierce market competition, each road and bridge construction enterprise must have its own competitive strategy. Only by formulating a strategy that can avoid risks and seize opportunities and conform to the actual development and competition strategy of an enterprise, and execute strictly and effectively, can an enterprise continuously climb a new peak, otherwise, it will be mercilessly eliminated by the market. Chengdu Road Bridge as a private highway construction enterprises in Sichuan Province, mainly engaged in highway, bridge construction and other projects. Based on the request of the enterprise to seek better living space and competitive power of comparative advantage, this paper analyzes the political and legal environment, economic environment, social and cultural environment faced by the enterprise. The macro and micro environment such as natural and scientific environment, the present situation of road and bridge construction market, and the internal resources and ability of Chengdu Road and Bridge Company are analyzed, and the problems of the company are analyzed. It is considered that the company has regional advantages and the comprehensive quality of management team is high. The enterprise has the advantages of high qualification, precise engineering management, the ability to carry out BT business continuously, the high degree of information, the brand effect and so on, the existence of small scale of enterprise, weak R & D and innovation ability, relatively insufficient capital, single management structure, etc. The external market development ability is weak, the incentive mechanism still needs to be perfected and so on, and faces many external opportunities and challenges. Through SWOT analysis, a feasible competitive strategy is put forward. The overall competitive strategy is the combination of total cost leading and differentiation. The paper also puts forward nine functional strategies to ensure the implementation of the competitive strategy, that is, the strategy of cooperating with large enterprises to improve competitiveness, opening up the strategy of marketing, carrying out the strategy of capital operation, and establishing the strategy of human resource management. Develop brand protection and corporate culture strategy, risk management strategy, reduce the cost of the main business strategy, actively add construction machinery strategy, the strategy of diversified management. The analysis has positive and practical significance for improving the market competition ability of Chengdu Road Bridge, keeping the market share and increasing the operating income.
【學(xué)位授予單位】：西南交通大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F426.92;F272

【參考文獻(xiàn)】

相關(guān)期刊論文 前10條

1 孫鰲,王學(xué)力;企業(yè)的基本競爭戰(zhàn)略及其支持戰(zhàn)略[J];商業(yè)研究;2004年19期

2 王秉安;企業(yè)核心競爭力理論探討[J];福建行政學(xué)院福建經(jīng)濟(jì)管理干部學(xué)院學(xué)報;2000年01期

3 文琪;;成都路橋:公路橋梁建筑施工專家[J];股市動態(tài)分析;2011年44期

4 熊立華,王云峰;企業(yè)戰(zhàn)略管理的重點(diǎn)─核心能力的培養(yǎng)[J];河北工業(yè)大學(xué)學(xué)報;2000年04期

5 王繼明,王繼強(qiáng),張木存;關(guān)于新國企時代“國企核心競爭力”的幾點(diǎn)看法[J];華東經(jīng)濟(jì)管理;2003年S1期

6 李莉;;企業(yè)核心能力與競爭優(yōu)勢[J];合作經(jīng)濟(jì)與科技;2008年09期

7 胡明強(qiáng);企業(yè)戰(zhàn)略決策中的競爭對手分析[J];科技情報開發(fā)與經(jīng)濟(jì);2005年05期

8 張平;;公路勘察設(shè)計行業(yè)環(huán)境及發(fā)展趨勢研究(下)[J];中國勘察設(shè)計;2011年03期

9 張江宇;;十二五期間我國高等級公路發(fā)展規(guī)劃與建設(shè)[J];建設(shè)機(jī)械技術(shù)與管理;2011年11期

10 何大維;彭尚平;;企業(yè)如何實(shí)施成本領(lǐng)先戰(zhàn)略[J];商場現(xiàn)代化;2009年02期

，

本文編號：2105520