安哥拉某中资建筑承包企业在成长期的战略分析
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摘要
据统计,从2001到2005年的五年期间,我国对外承包工程营业额翻了一番还多。2005年我国对外承包工程完成营业额217.6亿美元,同比增长24.6%。至2006年底,我国取得对外经营权的建筑企业达1700多家,2004年,有49家中国建筑企业进入世界最大225家国际建筑承包商行列。
虽然我国对外承包工程取得了长足的进步,国家也针对建筑行业提出了“走出去”战略,并且建设部在2006年10月份,举办了以“推动工程总承包和对外工程承包”为主题的高峰论坛。但是长期计划经济时代遗留的问题到今天仍然没有很好的解决。只注重短期利益,不注意培养自己的竞争优势,对于企业的长期发展方向没有很好的规划;对于建筑行业的竞争环境缺乏详细的分析,对未来的竞争趋势缺乏判断。笔者在非洲的安哥拉某建筑总承包公司实习了一年,该公司虽然成立时间不长,但是依托安哥拉巨大的市场空间,处在高速发展的阶段。正如国内其它建筑企业一样,该公司没有自己的中长期发展规划,对自己的定位、所依托的核心竞争能力判断模糊。
本课题根据笔者的实践经验,主要运用SWOT分析工具,对该建筑承包企业所处的宏观环境、行业环境及内部条件进行综合分析,在项目层次和企业层次上分别制定出企业的战略和探讨适宜采用的战略措施,其目的就是期望更好地利用外部机会,发挥公司优势来回避外在威胁及内在劣势,并探讨如何培育企业的核心竞争力,为公司的发展提供参考。
本课题的主要工作如下:
①根据安哥拉的具体情况,分析了当地建筑市场的宏观环境、行业环境及企业自身的内部条件;
②分析了企业形成核心竞争力的所需资源及如何获取这些资源;
③论证了核心竞争力、组织再造以及组织创新内在的联系,并提出了企业的组织架构;
④运用核心竞争力的培育理论,根据企业的实际情况,阐述了企业形成核心竞争力的条件。
Statistics have indicated that, in china, from 2001 to 2005, the turnover of foreign contract project was doubled. In 2005, the turnover was 21.76 billion American dollars, which grows 24.6% compared to the same period of the previous year. By the end of 2006, the number of construction enterprises in our country with foreign operating right reached more than 1,700. In 2004, 49 Chinese enterprises were listed in the world’s biggest 225 international construction contractors.
Foreign contract project in china has made great progress. The government also proposes the strategy of "went out" in favor of construction project. In addition, the Construction Department conducted a summit forum with the theme of "Launch the General Contract and Foreign Project Contract”in October, 2006. Nevertheless, until then, the question left over by planned economy has not resolved properly. The result is that these companies only highlight short-term benefit, not the cultivation of competitive advantage of their own; do not have proper long-term planning for improvement; lack of the detailed analysis regarding competition environment of the construction industry and judgments on future competitive tendency. The author has gone on a field trip in a certain construction company in Angola in Africa for a year. Although this company was established not long, depended on the Angolan market, it is developing quickly. Like most domestic construction enterprises, the company do not make middle and long term development plan; do not find its niche. In addition, the judgment on the core competitive ability is fuzzy.
According to author's practice, the paper utilizes the SWOT analysis tool to analyze synthetically the macroscopic environment, the professional environment and internal conditions of the building enterprise; in the project level and the enterprise level, formulates the strategy and discusses the available strategic measures. The purpose is to advice the company to make better use of the exterior opportunity; to display its superiority to avoid the external threat and the intrinsic inferiority; to discuss how to cultivate its core competitive ability, and to provide references in favor of company's development.
The paper's main work as follows: According to the reality in Angola, the paper analyzes the macroscopic environment of local building market, the professional environment, the enterprise's internal conditions, the resources the enterprise needs to form the core competitive ability and measures to gain these resources to prove the intrinsic relationship of core competitive ability, organization reengineering and the organization innovation. Furthermore, the paper proposes the enterprise's organization framework. Moreover, according to the theory of core competitive ability and the reality of the enterprise, the essay elaborates the condition the enterprise needs to form the core competitive ability.
虽然我国对外承包工程取得了长足的进步,国家也针对建筑行业提出了“走出去”战略,并且建设部在2006年10月份,举办了以“推动工程总承包和对外工程承包”为主题的高峰论坛。但是长期计划经济时代遗留的问题到今天仍然没有很好的解决。只注重短期利益,不注意培养自己的竞争优势,对于企业的长期发展方向没有很好的规划;对于建筑行业的竞争环境缺乏详细的分析,对未来的竞争趋势缺乏判断。笔者在非洲的安哥拉某建筑总承包公司实习了一年,该公司虽然成立时间不长,但是依托安哥拉巨大的市场空间,处在高速发展的阶段。正如国内其它建筑企业一样,该公司没有自己的中长期发展规划,对自己的定位、所依托的核心竞争能力判断模糊。
本课题根据笔者的实践经验,主要运用SWOT分析工具,对该建筑承包企业所处的宏观环境、行业环境及内部条件进行综合分析,在项目层次和企业层次上分别制定出企业的战略和探讨适宜采用的战略措施,其目的就是期望更好地利用外部机会,发挥公司优势来回避外在威胁及内在劣势,并探讨如何培育企业的核心竞争力,为公司的发展提供参考。
本课题的主要工作如下:
①根据安哥拉的具体情况,分析了当地建筑市场的宏观环境、行业环境及企业自身的内部条件;
②分析了企业形成核心竞争力的所需资源及如何获取这些资源;
③论证了核心竞争力、组织再造以及组织创新内在的联系,并提出了企业的组织架构;
④运用核心竞争力的培育理论,根据企业的实际情况,阐述了企业形成核心竞争力的条件。
Statistics have indicated that, in china, from 2001 to 2005, the turnover of foreign contract project was doubled. In 2005, the turnover was 21.76 billion American dollars, which grows 24.6% compared to the same period of the previous year. By the end of 2006, the number of construction enterprises in our country with foreign operating right reached more than 1,700. In 2004, 49 Chinese enterprises were listed in the world’s biggest 225 international construction contractors.
Foreign contract project in china has made great progress. The government also proposes the strategy of "went out" in favor of construction project. In addition, the Construction Department conducted a summit forum with the theme of "Launch the General Contract and Foreign Project Contract”in October, 2006. Nevertheless, until then, the question left over by planned economy has not resolved properly. The result is that these companies only highlight short-term benefit, not the cultivation of competitive advantage of their own; do not have proper long-term planning for improvement; lack of the detailed analysis regarding competition environment of the construction industry and judgments on future competitive tendency. The author has gone on a field trip in a certain construction company in Angola in Africa for a year. Although this company was established not long, depended on the Angolan market, it is developing quickly. Like most domestic construction enterprises, the company do not make middle and long term development plan; do not find its niche. In addition, the judgment on the core competitive ability is fuzzy.
According to author's practice, the paper utilizes the SWOT analysis tool to analyze synthetically the macroscopic environment, the professional environment and internal conditions of the building enterprise; in the project level and the enterprise level, formulates the strategy and discusses the available strategic measures. The purpose is to advice the company to make better use of the exterior opportunity; to display its superiority to avoid the external threat and the intrinsic inferiority; to discuss how to cultivate its core competitive ability, and to provide references in favor of company's development.
The paper's main work as follows: According to the reality in Angola, the paper analyzes the macroscopic environment of local building market, the professional environment, the enterprise's internal conditions, the resources the enterprise needs to form the core competitive ability and measures to gain these resources to prove the intrinsic relationship of core competitive ability, organization reengineering and the organization innovation. Furthermore, the paper proposes the enterprise's organization framework. Moreover, according to the theory of core competitive ability and the reality of the enterprise, the essay elaborates the condition the enterprise needs to form the core competitive ability.
引文
[1] http://www.africa.gov.cn/ArticleView/2007-2-28
[2] 安哥拉投资指南. http://www.africa.gov.cn/ArticleView/2005-7-22,
[3] 安哥拉投资税收和关税鼓励法. http://www.africa.gov.cn/ArticleView/2005-7-11/
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[5] 波特(Porter, M. E.). 陈小悦译. 竞争战略. 华夏出版社. 1997
[6] 孙稀有. 竞争战略分析方法. 中国金融出版社. 2003. 1. 252~256
[7] 张维迎. 竞争力与企业成长. 北京大学出版社. 2006. 66~156
[8] 魏光兴. 企业生命周期理论综述及简评. 生产力研究. 2005. 6. 231~232
[9] 杨子林. 企业战略管理策论. 中国商业出版社. 1998.
[10] 李建明. 企业核心能力. 法律出版社. 1998
[11] Michael .Hammer & James .Champy. Reengineering the Corporation: A manifesto for Business Revolution. Nicholas Brealey Publishing Limited, 1993
[12] 马志涛. 如何构建企业的核心竞争力. 企业研究. 2006. 9. 20~21
[13] 徐向农,王化兵. 基于企业文化的企业核心竞争力的培育 科技与管理. 2006. No.6. 55~58
[14] 乔治 .S. 伊普(程卫平 译). 全球战略(第 2 版). 中国人民大学出版社. 2005. 11. 113~115
[15] 盛小平,孙琳. 企业核心竞争力理论透视. 经济问题探索 2006. 11. 81~87
[16] 菲利普.科特勒. 营销管理(梅汝和等译). 中国人民大学出版社,2000,9. 23
[17] 大前研一 等. 差异化经营. 中信出版社.2006. 4. Ⅴ~ⅩⅣ
[18] 查普曼(Chapman. C.),(英)沃德(Ward. S.)(李兆玉等译). 项目风险管理. 电子工业出版社. 2003. 5.
[19] 国际咨询工程师联合会(中国工程咨询协会编译). 风险管理手册. 中国计划出版社. 2001. 2.
[20] 芮明杰. 中国企业发展的战略选择. 复旦大学出版社. 2000. 8. 59~71
[21] 迈克尔.波特. 竞争优势. 第一版 北京:华夏出版社,1997,1
[22] 张石声. 核心竞争力全书. 远方出版社,2003 ,7,3
[23] 胡峰,国外学者关于企业核心能力的主要观点综述. 学术研究,2003,
[24] 胡大立. 企业竞争力论. 经济管理出版社. 2001
[25] 应惠清. 建筑施工技术. 同济大学出版社. 2006.
[26] 唐广庆. 建设工程实施阶段的项目管理. 知识产权出版社. 2005. 9 6~7
[27] 菲利普.科特勒. 营销管理(梅汝和等译). 中国人民大学出版社,2000,9
[28] 王素卿. 在推动工程总承包与对外工程承包高峰论坛上的讲话. http://www.cin.cn/indus/speech/2006110703.htm
[29] 温池洪. 构建企业核心竞争力体系研究. 吉林大学硕士学位论文. 2005. 10.
[30] 朱国庆. 论企业核心竞争力的培育及研究. 经济师. 2006. No.4. 161~162
[31] 陈佳贵. 企业再造:重组企业的业务流程. 广东经济出版社,2000.
[32] 王玉荣. 流程管理. 机械工业出版社. 2002. 6. 4~112
[33] 徐剑,连远强,核心竞争力与业务流程重构. 技术经济与管理研究,2003. 6.
[34] 陈佳贵. 企业再造:重组企业的业务流程. 广东经济出版社,2000.
[35] 王雪坷. 诌论金融企业核心竞争力的内在结构与培育路径. 特区经济 2006. 9. 92~94
[36] 张扬. 基于民营企业核心竞争力培育的渐进性分析. 商场现代化. 2005. 12. 175~176
[37] 托马斯.卡明斯, 克里斯托弗.沃里(李剑峰 等译). 组织发展与变革精要. 清华大学出版社. 159~178
[38] P. Lawrence and J. Lorsch, Organization and Environment: Managing Differentiation and Integration (Cambridge: Harvard Graduate School of Business, Administration Division of Research, 1996)
[39] J. Galbraith, E. Lawler, and associates, Organizing for the Future: The New Logic for Managing Complex Organizations (San Francisco: Jossey-Bass, 1993)
[40] 于风雨. 基于培育核心竞争力的我国企业文化建设的思考. 集团经济研究 2006. 2. 224~225
[41] 派特里克.E.康纳, 琳达.K.莱克, 理查德.W.斯坦科曼(爱丁 等译). 组织变革中的管理(第 3版). 电子工业出版社. 2004. 1. 86~113
[42] 罗长海. 企业文化学(第 3 版). 中国人民出版社. 2006. 5. 29~51
[43] 周毅, 郭萍. 企业文化与企业竞争力研究述评. 集团经济研究. 2006. 8. 285~286
[44] 冯奎. 学习型组织. 广东经济出版社. 2000. 10
[2] 安哥拉投资指南. http://www.africa.gov.cn/ArticleView/2005-7-22,
[3] 安哥拉投资税收和关税鼓励法. http://www.africa.gov.cn/ArticleView/2005-7-11/
[4] 李公璞. 工程项目成本管理探讨. 武汉大学硕士学位论文. 2004. 5
[5] 波特(Porter, M. E.). 陈小悦译. 竞争战略. 华夏出版社. 1997
[6] 孙稀有. 竞争战略分析方法. 中国金融出版社. 2003. 1. 252~256
[7] 张维迎. 竞争力与企业成长. 北京大学出版社. 2006. 66~156
[8] 魏光兴. 企业生命周期理论综述及简评. 生产力研究. 2005. 6. 231~232
[9] 杨子林. 企业战略管理策论. 中国商业出版社. 1998.
[10] 李建明. 企业核心能力. 法律出版社. 1998
[11] Michael .Hammer & James .Champy. Reengineering the Corporation: A manifesto for Business Revolution. Nicholas Brealey Publishing Limited, 1993
[12] 马志涛. 如何构建企业的核心竞争力. 企业研究. 2006. 9. 20~21
[13] 徐向农,王化兵. 基于企业文化的企业核心竞争力的培育 科技与管理. 2006. No.6. 55~58
[14] 乔治 .S. 伊普(程卫平 译). 全球战略(第 2 版). 中国人民大学出版社. 2005. 11. 113~115
[15] 盛小平,孙琳. 企业核心竞争力理论透视. 经济问题探索 2006. 11. 81~87
[16] 菲利普.科特勒. 营销管理(梅汝和等译). 中国人民大学出版社,2000,9. 23
[17] 大前研一 等. 差异化经营. 中信出版社.2006. 4. Ⅴ~ⅩⅣ
[18] 查普曼(Chapman. C.),(英)沃德(Ward. S.)(李兆玉等译). 项目风险管理. 电子工业出版社. 2003. 5.
[19] 国际咨询工程师联合会(中国工程咨询协会编译). 风险管理手册. 中国计划出版社. 2001. 2.
[20] 芮明杰. 中国企业发展的战略选择. 复旦大学出版社. 2000. 8. 59~71
[21] 迈克尔.波特. 竞争优势. 第一版 北京:华夏出版社,1997,1
[22] 张石声. 核心竞争力全书. 远方出版社,2003 ,7,3
[23] 胡峰,国外学者关于企业核心能力的主要观点综述. 学术研究,2003,
[24] 胡大立. 企业竞争力论. 经济管理出版社. 2001
[25] 应惠清. 建筑施工技术. 同济大学出版社. 2006.
[26] 唐广庆. 建设工程实施阶段的项目管理. 知识产权出版社. 2005. 9 6~7
[27] 菲利普.科特勒. 营销管理(梅汝和等译). 中国人民大学出版社,2000,9
[28] 王素卿. 在推动工程总承包与对外工程承包高峰论坛上的讲话. http://www.cin.cn/indus/speech/2006110703.htm
[29] 温池洪. 构建企业核心竞争力体系研究. 吉林大学硕士学位论文. 2005. 10.
[30] 朱国庆. 论企业核心竞争力的培育及研究. 经济师. 2006. No.4. 161~162
[31] 陈佳贵. 企业再造:重组企业的业务流程. 广东经济出版社,2000.
[32] 王玉荣. 流程管理. 机械工业出版社. 2002. 6. 4~112
[33] 徐剑,连远强,核心竞争力与业务流程重构. 技术经济与管理研究,2003. 6.
[34] 陈佳贵. 企业再造:重组企业的业务流程. 广东经济出版社,2000.
[35] 王雪坷. 诌论金融企业核心竞争力的内在结构与培育路径. 特区经济 2006. 9. 92~94
[36] 张扬. 基于民营企业核心竞争力培育的渐进性分析. 商场现代化. 2005. 12. 175~176
[37] 托马斯.卡明斯, 克里斯托弗.沃里(李剑峰 等译). 组织发展与变革精要. 清华大学出版社. 159~178
[38] P. Lawrence and J. Lorsch, Organization and Environment: Managing Differentiation and Integration (Cambridge: Harvard Graduate School of Business, Administration Division of Research, 1996)
[39] J. Galbraith, E. Lawler, and associates, Organizing for the Future: The New Logic for Managing Complex Organizations (San Francisco: Jossey-Bass, 1993)
[40] 于风雨. 基于培育核心竞争力的我国企业文化建设的思考. 集团经济研究 2006. 2. 224~225
[41] 派特里克.E.康纳, 琳达.K.莱克, 理查德.W.斯坦科曼(爱丁 等译). 组织变革中的管理(第 3版). 电子工业出版社. 2004. 1. 86~113
[42] 罗长海. 企业文化学(第 3 版). 中国人民出版社. 2006. 5. 29~51
[43] 周毅, 郭萍. 企业文化与企业竞争力研究述评. 集团经济研究. 2006. 8. 285~286
[44] 冯奎. 学习型组织. 广东经济出版社. 2000. 10