| Chongqing Expressway Group will transform its main activity from construction to normality management and maintenance due to the reduction of construction tasks. Since this enterprise is an infrastructure construction enterprise that primarily invests with bank financing loans, after the reduction of the construction tasks, the main revenue from highway entrance fees are not sufficient for the development of the enterprise, the company is going to face operating funding gap, the high pressure of paying back the loan with interests, and a series of problems, therefore, it is urgent to use the operational model transformation to make an inventory of the existing assents in order to achieve a sustainability by developing the upstream and downstream industries. Combining the current operational situation and characteristics of local transportation and infrastructures, this article analyzes the internal and external environment of the transformation for the sake of enhancing the whole-scale situation, and summarizes the external opportunities, internal privileges and crisis while developing. It applies the Enterprise Value Chain theory and SWOT matrix analyzing approach. In terms of the structure of operational governance of enterprise’s representative, the development of diversified equity, the well developed mechanism of market operational model as well as a diversified development according to the main industrial chain, it divides three phases:short phase, medium phase and long-term phase. According to this, it sets up goals and solutions for the company’s transformation for the sake of solving Chongqing Expressway Group’s several paradoxes in its own development, namely unity and diversity, general and local, long-term and short-term planning, so that the enterprise can face the pressure from balancing the funding as well as developing the business. This article gives the theory support for the enterprise’s transformation. |
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