Study On Development Strategy Of S Construction Corporation

Due to the limit of laws and rules, strong international contractors only expand the business primarily and enjoy low market share in China up to now. With the ending of interim of WTO in 2006, Chinese construction industry has been open to foreign capital totally. It will attract international contractors to enter into huge Chinese market and expand the business deeply. Meanwhile, after over twenty years'development, private construction enterprises have grown rapidly, some are quite large contractors.Facing the converging attack of foreign and private enterprises, large-size state-owned construction enterprise, the main body of Chinese construction industry in long time, will face more fierce competition and a future that is not so optimize.S Corp. is a large-size state-owned construction enterprise with over forty years'history. During the periods, S Corp. when contributes to national development and grows into a large enterprise oneself, it has also accumulated many problems. These problems bring dramatically negative effect to the further development and strength of S Corp., leading to the smaller market share and stagnant profit increase. S Corp. is also an epitome of large-size state-owned construction enterprises. The problems of S Corp. are popular to a certain extent and exist in many large-size state-owned construction enterprises. Through the case study of S Corp., it is helpful to the development of not only S Corp. but also other large-size state-owned construction enterprises.The thesis consists of six chapters. The first chapter is prolegomenon, which introduces the background, object, significance, and method of research. The second chapter introduces the general situation and current develop trend of construction industry. The third chapter analyses the external environment of S Corp. which included macro-environment and industry environment and then builds the external factor evaluation matrix (EFE). The fourth chapter introduces general situation of S Corp. and analyses the resource and capability of S Corp. which included finance, management, operation, human resource, technology etc. and then builds the internal factor evaluation matrix (IFE). Based on the above analysis, the fifth chapter includes strategy matching, choice strategy setting and analyzing. The sixth chapter sets up the strategy target and puts forward the suggestions on strategy execution of S Corp.