| The world economy is deeply mired in the most severe financial and economic crisis since the Second World War. With its increasing impact, both in scope and depth worldwide, the crisis poses a significant threat to the world economic and social development. Responding to the economic crisis, China has made significant adjustment to the macroeconomic policy, rolled out an investment plan of RMB 4 trillion and introduced ten measures to promote domestic demand. The government increases the investment in infrastructure with an unprecedented scope and the market capacity increased dramatically, providing the construction enterprises with a historic and once-in-a-century opportunity. But the special characteristic of construction industry determines that the situations of the game rule of market competition, excessive competition and intense competition, razor-thin profits does not change. Although the enterprise has made considerable headway, there are still wide gap and deficiencies compared to the international advanced enterprise. Confronted the increasingly sophisticated domestic and world economic situation, market environment with intense competition, contradictions and questions in enterprise construction, increased expectation from the employees and the historic and once-in-a-century opportunity, China Railway 13th Bureau Group needs to constantly improve its development strategy in order to keep the competitive advantage.This thesis is divided into six parts:The first chapter describes the Basic Information. China Railway 13th Bureau Group is a central enterprise affiliated to the world top 500 enterprise China Railway Construction Corporation Limited and is a large engineering general contracting enterprise integrating construction, design and research. The group has 70 construction qualifications in 32 engineering classifications, including special class qualification for railway works and 7 qualifications in survey, design and consulting. The Group has 9 subsidiary and branch companies and more than 14,000 employees. The registered capital of the group is 1.04481 billion RMB, and the total assets are over 10 billion RMB. With more than 3000 sets of advanced construction equipments and 85% of construction mechanization rate, the annual construction value of the group is over 20 billion RMB.The second chapter expounds the status in quo and problems in its development strategy. The first part is the introduction of the status in quo. The objective of the group's development strategy is to build the enterprise into a General project contracting Group with core competitiveness in five years or a little longer. In the meantime of better and strong the Core Business, the group will develop the linked business with market prospect, develop the overseas market, optimize the internal structure and management system, improve the ability for market developing, enhance the capability of management and construction, increase the economic strength and seek for the industrial competitive advantage. The second part is to raise the problems. That is, unreasonable strategy objective and unsound Strategic system.The third chapter analyzes the changes of enterprise external Environment under financial crisis. Firstly, this chapter analyzes from the external macro environment including politics, law, economics, technology and social environment, concluding the opportunities and risks the enterprise is confronting. Secondly, there is an interdiction of industrial environment of construction, including status in quo, competitive situation and developing tendency of construction industry. The third is the market environment of prime products. This part makes a prediction of market scale of prime products, including the detailed analysis of products market of railway, highway, urban track traffic, municipality, real estate and Water Conservancy and Hydroelectric Power. The last part is the international contracting market in which the author analyzes the impact of financial crisis on the international contracting market and the opportunities and challenges thereof.The forth chapter analyzes the changes of internal environment. In the first part, the author summarizes the seven enterprise advantages, namely, brand advantage of "China Railway Construction", the yearly-enhanced marketing ability, the strong cost control ability, the high employee talent, advanced construction techniques, high rate of construction mechanization and eminent enterprise culture. In the second part, the seven enterprise weaknesses are concluded, that is, conservative concept, marketing ability to be enhanced, normal economical operation, unreasonable industrial structure, less prominent science-tech innovation ability, lack of talented person and weak enterprise execution.The fifth chapter is to improve enterprise development strategy. After comprehensive analysis of the external and internal environment of the group, firstly, this chapter crystallizes the vision and mission of the enterprise that turning the group into a leading domestic and world famous large engineering general contracting enterprise group. Secondly, total strategy is put forward, construction industry-oriented and diversification total development strategy. The last part the author raises six functional strategies, including areal specialization development strategy, alliance business strategy, refined management strategy, human resources strategy, and strategy of prospering enterprise through science and technology and cultural strategy of enterprise.The sixth chapter provides the supporting measures for the enterprise strategy implementation. First point is to intensify project contracting and marketing, including the following seven points: enhance leadership, optimize distribution and exploit advantages, balanced development of"three markets", Benefits priority and success through quality, honest management, enhance variations and claims and focus on estimation. The second is to improve the management level, that is, promote institutional innovation, regulate project management, optimize resource allocation, ensure safety and stick to scientific and technical innovation. The third part is to ameliorate quality of economic operation, including implement responsibility cost management, centralized management of funds, improve the asset-liability ratios, and improve capital position and assets structure. The fourth aspect is to carry out capital management prudently with four principles: strategic priorities, proper scale, reasonable structure, standardized operation. The fifth is to optimize industrial structure, including adjusting the industrial structure, specializing the engineering company and optimizing talents construction. The last is to strengthen enterprise culture construction in order to secure the enterprise development.In conclusion, based on strategic management theories and using the related analytical tools and models of strategic management, this thesis analyzes the ability of external environment and internal resources; analyzes the industrial competitive structure of construction industry by using Michael Porter' s Five Forces Model; concludes the opportunities and risks, advantages and disadvantages, and raises the total development strategy and functional strategy, and also consummates the Development Strategy System of the group and provides the supporting measures for the enterprise strategy implementation. |
PDF Full Text Request