Study On Development Strategy Of China Railway 20 Bureau Group Corporation

Since changed from the No.10 division of railway corps in 1984, China Railway 20 Bureau Group Corporation (hereinafter "CR20G") has made constant progress and development in the strongly competitive construction market such as railway, highway and municipal works. The enterprise size, revenue, and economic benefit have kept a rapid growth.However, with changes of the construction market, this industrial advantage which formed for many years is becoming less obvious in the increasingly competitive market environment. CR20G is facing not only the threat of domestic and foreign competitors, but also the challenges of diversified group operating. How to keep leading position in the new competitive situation? It is an extremely urgent task for CR20G to identify enterprise development strategies including sub-strategies such as principal business competitive strategy, international business strategy, capital management strategy and human resources development strategy so that the corporation becomes a truly competitive and long-lasting large-scale construction group by its continuously steady development.Based on related strategy theory, this article carries out a in-depth analysis for the company's external environment and internal resources with the comprehensive use of relevant analytical tools and models of strategic management; analyzes the industry competitive structure for the company's existing business with the use of Porter's five forces model; summarizes opportunities and threats as well as advantages and disadvantages which the company are facing. At the same time, aiming to status of extensive mode and macro management of existing strategy with no support of sub-strategy, and the inadequate understanding for business departments and subordinates on the corporation-level strategic intentions, this article puts forward corresponding specific strategy, and scientifically evaluates related strategy. Finally, this article gives safeguard measurements on how to implement the strategy in areas such as coordination of organizational structure, coordination and support of hierarchy strategy, performance appraisal, and building of enterprise culture.