南通某建设集团发展战略研究
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摘要
十八大报告中强调建设美丽中国,明确提出坚持走中国特色的城镇化道路。在未来十年或更长的一段时间里,新城镇化建设将成为建筑企业发展的重大战略机遇期。
同时,随着经济全球化的深入,管理经验丰富、资金实力强的国外大型施工企业也在积极采取战略,企图进入中国市场,给竞争已经十分激烈的国内建筑市场带来了更多的不确定要素。我国建筑企业要在建筑市场取得主动,恰当的企业发展战略是首先要解决的问题。
南通某建设集团是一所大型股份制建筑企业,属于区域性龙头企业。目前企业已提出未来发展的初步战略,但还没有制定出详细的企业发展战略。本论文以南通某建设集团的发展战略制定及实施为目标,主要工作包括：
首先,以企业战略理论为基础,借鉴日本大成建设和法国万喜集团的发展经验,利用SWOT分析方法,从宏观环境和行业环境的分析入手,系统的分析了目前中国政治和政策环境、经济环境、社会与法律环境及技术等宏观环境,中国建筑业、南通建筑业的概况及行业竞争者的结构情况,总结归纳出我国建筑企业发展的机会与威胁。
其次,对南通某建设集团自身的优势及劣势进行了深入细致的诊断与剖析,并与宏观环境相结合,提出了企业发展战略。
再次,制定了南通某建设集团的发展战略,具体的内如包括企业愿景、企业使命、战略目标、发展战略等。
最后,给出了详细的企业实现发展战略的实施举措,包括详细的实施计划、创新管理、人才管理、业主关系管理、公共关系管理等。
本论文研究结果为南通某建设集团发展战略的制定、完善提供帮助,也为同行业企业发展战略的制定提供参考。
The report of the Eighteenth National Congress of the Communist Party of China proposes that China should unswervingly adhere to the road of new-type industrialization, informatization, urbanization and agricultural modernization with Chinese characteristics. Therefore, urbanization will be a strategic opportunity for the development of construction enterprises in the following ten year and more.
In the meantime with the quickening pace of economic globalization, large-scale foreign construction enterprises which are experienced and sophisticated in management are making great efforts in entering Chinese market with their abundant capital strength, which, as a result, brings more uncertainties to the increasing fierce market competition amongst construction enterprises. Therefore, we should take the initiative with the understanding of proper enterprise development strategies should come first in order to cope with these challenges.
As a regional leading enterprise.Nantong No. X Construction Group is a joint-equity enterprise of large scale whose initial future development strategies had been formulated, yet not in detail. This paper explores the strategy formulation and its implementation of Nantong No. X Construction Group from the following four aspects:
First of all, based on theories about enterprise strategies this paper takes the examples of Japanese and French counterparts:Taisei Group and Vinci Group respectively by applying SWOT analysis. From the perspective of both macro-environment and industry environment our paper gives a systematic analysis of macro environment such as China's present political and policy environment, economic environment, social and legal environment as well as technologies. Meanwhile it introduces situations about China's construction industry, construction industry in Nantong and industry competition. In the end it presents opportunities and challenges facing by China's construction enterprises.
Secondly, the enterprise development strategies are proposed by giving a detailed analysis on the advantages and adversities of Nantong No. X Construction Group while taking the macro-environment into consideration.
What's more, the enterprise development strategies of Nantong No. X Construction Group are formulated which includes enterprise vision, enterprise mission, and strategic target and development strategies.
Finally, this paper gives a detailed introduction of the implementation of enterprise development strategies which includes the implementation plan, innovation management, talent management, proprietor's relations management and public relations management.
The research fruits of our paper provide references in implementing and perfecting enterprise development strategies for construction industry and corporations like Nantong No. X Construction Group and others.
同时,随着经济全球化的深入,管理经验丰富、资金实力强的国外大型施工企业也在积极采取战略,企图进入中国市场,给竞争已经十分激烈的国内建筑市场带来了更多的不确定要素。我国建筑企业要在建筑市场取得主动,恰当的企业发展战略是首先要解决的问题。
南通某建设集团是一所大型股份制建筑企业,属于区域性龙头企业。目前企业已提出未来发展的初步战略,但还没有制定出详细的企业发展战略。本论文以南通某建设集团的发展战略制定及实施为目标,主要工作包括：
首先,以企业战略理论为基础,借鉴日本大成建设和法国万喜集团的发展经验,利用SWOT分析方法,从宏观环境和行业环境的分析入手,系统的分析了目前中国政治和政策环境、经济环境、社会与法律环境及技术等宏观环境,中国建筑业、南通建筑业的概况及行业竞争者的结构情况,总结归纳出我国建筑企业发展的机会与威胁。
其次,对南通某建设集团自身的优势及劣势进行了深入细致的诊断与剖析,并与宏观环境相结合,提出了企业发展战略。
再次,制定了南通某建设集团的发展战略,具体的内如包括企业愿景、企业使命、战略目标、发展战略等。
最后,给出了详细的企业实现发展战略的实施举措,包括详细的实施计划、创新管理、人才管理、业主关系管理、公共关系管理等。
本论文研究结果为南通某建设集团发展战略的制定、完善提供帮助,也为同行业企业发展战略的制定提供参考。
The report of the Eighteenth National Congress of the Communist Party of China proposes that China should unswervingly adhere to the road of new-type industrialization, informatization, urbanization and agricultural modernization with Chinese characteristics. Therefore, urbanization will be a strategic opportunity for the development of construction enterprises in the following ten year and more.
In the meantime with the quickening pace of economic globalization, large-scale foreign construction enterprises which are experienced and sophisticated in management are making great efforts in entering Chinese market with their abundant capital strength, which, as a result, brings more uncertainties to the increasing fierce market competition amongst construction enterprises. Therefore, we should take the initiative with the understanding of proper enterprise development strategies should come first in order to cope with these challenges.
As a regional leading enterprise.Nantong No. X Construction Group is a joint-equity enterprise of large scale whose initial future development strategies had been formulated, yet not in detail. This paper explores the strategy formulation and its implementation of Nantong No. X Construction Group from the following four aspects:
First of all, based on theories about enterprise strategies this paper takes the examples of Japanese and French counterparts:Taisei Group and Vinci Group respectively by applying SWOT analysis. From the perspective of both macro-environment and industry environment our paper gives a systematic analysis of macro environment such as China's present political and policy environment, economic environment, social and legal environment as well as technologies. Meanwhile it introduces situations about China's construction industry, construction industry in Nantong and industry competition. In the end it presents opportunities and challenges facing by China's construction enterprises.
Secondly, the enterprise development strategies are proposed by giving a detailed analysis on the advantages and adversities of Nantong No. X Construction Group while taking the macro-environment into consideration.
What's more, the enterprise development strategies of Nantong No. X Construction Group are formulated which includes enterprise vision, enterprise mission, and strategic target and development strategies.
Finally, this paper gives a detailed introduction of the implementation of enterprise development strategies which includes the implementation plan, innovation management, talent management, proprietor's relations management and public relations management.
The research fruits of our paper provide references in implementing and perfecting enterprise development strategies for construction industry and corporations like Nantong No. X Construction Group and others.
引文
[1]Porter M E.What is strategy?[J].Harvard Business Review,1996(6):61-78
[2]Porter M E.Towards a dynamic theory of strategy[J].Strategic Management Journal,1991 (12):95-117
[3]Foss,Nicolai J..Research in Strategy [J] Journal of Management Studies,1996(02):1-24
[4]Ansoff H.I..Corporate Strategy[M].Penguin Books,1987
[5]Ansoff H.I..Implanting Strategic Management[M]Prentice Hall International,1984
[6]P. Diamantopoulou.Optimization of water resources management using SWOT analysis:the case of Zakynthos Island[J].Greece Environment,2008 (54):197-211
[7]APeter Rauch.SWOT analyses and SWOT strategy formulation for forest owner cooperations in Austria[J].Eur. Forest Res.,2007 (126):413-420
[8]A Jurij Bajec. SWOT Analysis of Serbia[J].Transition Studies Review,2004(11):42-56
[9]TomerJohn F..Organizational Capital:the Path to Higher Productivity and Wellbeing[M].NewYork:Praeger Publishers,1987
[10]Prahalad C K,Gray Hamel.The Core Competence of the Corporation[J].Harvard Business Review,1992(05):112-132
[11]Klein B,Crawford R,Alchian A..Vertical integration, appropriable rents, and the competitive contracting process[J] Journal of Law and Economics,1978(2):297-326
[12]Hart, O.J.Moore.Property Rights and the Nature of the Firm[J] Journal of Political Economy,1990(6):1119-1158
[13]Roberts,E.,C.Berry..Entering new business:selecting strategies for success[J].Sloan Management Review,1985(26):3-17
[14]Gulti R..Alliances and Networks[J].Strategic Management Journal,1998(19):293-317
[15]Das,T. K..A resource-based theory of strategic alliances[J] Journal of Management,2000(1): 31-62
[16]Drucker,Peter F..Knowledge Worker Productivity:the Biggest Challenge[J].California Management Review,1999(41):79-93
[17]Grant,Robert M..Toward A Knowledge-Based Theory of The Firm[J].Strategic management Journal,1996(17):109-122
[18]Peter Keen,Shaping the Future:Business Design through Information Technology[M]. Cambridge:Harvard Business School Press,1991
[19]宋茂霞.组织管理的新模式-纵向一体化[J].现代管理科学,2002(9)：15-18
[20]俞安平,张瑾.由纵向一体化到横向一体化：企业经营模式的新变化[J].经济师,2002(2)：56-58
[21]郎咸平.整合[M].北京：东方出版社,2004
[22]刘珊.纵向一体化战略的利弊研究[J].价值工程,2008(05)：64-67
[23]黄品奇.创新性企业发展战略研究[D].天津大学博士学位论文,2002
[24]唐忠良.我国企业多元化经营战略问题与对策[J].企业经济,2011(12)：15-18
[25]刘章发.对企业多元化经营战略选择的思考[J].中国商贸,2011(11)：113-114
[26]陈跃.日本大成建设株式会社考察报告(一)[J].建筑经济,2004(04)：67-69
[27]陈跃.日本大成建设株式会社考察报告(二)[J].建筑经济,2004(05)：80-82
[28]陈跃.日本大成建设株式会社考察报告(三)[J].建筑经济,2004(06)：88-89
[29]王玉娜,王要武.四大业务并驾齐驱,分享成功创造价值——解析全球最大承包商法国万喜[J].建筑管理现代化,2008(12)：57-60
[30]陈艳.协同效应铸就骄人业绩——法国万喜集团的经营之道[J].施工企业管理,2012(04)：50-51
[31]戴维·R·弗雷德.战略管理[M].北京：经济科学出版社,1998
[32]程绍平.以SWOT的视角探讨台湾运动观光发展策略[D].福建师范大学硕士学位论文,2011年
[33]于博.“新法”冲击波究竟有多大?[J].中国电子商情(基础电子),2008(02)：85
[34]李学鑫.新时期中原城市群加快发展的战略思路[J].特区经济,2010(01)：188-190
[35]邓世维.绿色建筑的经济理性与对策[J].中外建筑,2008(08)：119-122
[36]负慧星.可持续发展的绿色建筑[J].山西建筑,2011(02)：2-4
[37]徐竹林.促进分包合作良性循环[J].施工企业管理,2011(10)：82
[38]Michael Porter,陈小悦译.竞争战略[M].北京：华夏出版社,2005
[39]王晓冬.南通建筑产业集群效应分析[J].江苏经贸职业技术学院学报,2011(02)：4-7
[40]徐竹林.审时度势谋变创新图强做长[J].建筑,2008(02)：21-22
[41]刘启东.转型升级中的南通建筑业对技能型人才的需求分析——兼谈创办南通建筑职业技术学院的构想[J].南通职业大学学报,2010(03)：21-24
[42]李洪奇.建筑施工企业市场定位与经营战略[D].西南交通大学硕士学位论文,2004
[43]高山.大型建筑施工企业发展战略研[D].南京林业大学硕士学位论文,2004
[44]凯思斯.就业、利息与货币通论[M].北京：商务印书馆,1951
[45]冯子标.人力资本运营论[M].北京：经济科学出版社,2000
[46]亚当·斯密.国民财富的性质和原因的研究[M].北京：商务印书馆,1981
[47]徐金发.在并购与战略联盟之间选择：企业选择外部成长战略的分析框架和决策模型[J].科研管理,2003(01)：7-13
[48]王俊.房地产企业战略联盟的建立与管理研究[D].重庆大学硕士学位论文,2006年
[49]周同柱.基于战略联盟的中小企业国际化策略研究[D].东南大学硕士学位论文,2010年
[50]乔尔·布利克,林燕等译.协作性竞争：全球市场的战略联营与收购[M].北京：中国大百科全书出版社,1998.8
[51]徐竹林.文化建设引领企业健康发展[J].建筑,2003(05)：22-23
[2]Porter M E.Towards a dynamic theory of strategy[J].Strategic Management Journal,1991 (12):95-117
[3]Foss,Nicolai J..Research in Strategy [J] Journal of Management Studies,1996(02):1-24
[4]Ansoff H.I..Corporate Strategy[M].Penguin Books,1987
[5]Ansoff H.I..Implanting Strategic Management[M]Prentice Hall International,1984
[6]P. Diamantopoulou.Optimization of water resources management using SWOT analysis:the case of Zakynthos Island[J].Greece Environment,2008 (54):197-211
[7]APeter Rauch.SWOT analyses and SWOT strategy formulation for forest owner cooperations in Austria[J].Eur. Forest Res.,2007 (126):413-420
[8]A Jurij Bajec. SWOT Analysis of Serbia[J].Transition Studies Review,2004(11):42-56
[9]TomerJohn F..Organizational Capital:the Path to Higher Productivity and Wellbeing[M].NewYork:Praeger Publishers,1987
[10]Prahalad C K,Gray Hamel.The Core Competence of the Corporation[J].Harvard Business Review,1992(05):112-132
[11]Klein B,Crawford R,Alchian A..Vertical integration, appropriable rents, and the competitive contracting process[J] Journal of Law and Economics,1978(2):297-326
[12]Hart, O.J.Moore.Property Rights and the Nature of the Firm[J] Journal of Political Economy,1990(6):1119-1158
[13]Roberts,E.,C.Berry..Entering new business:selecting strategies for success[J].Sloan Management Review,1985(26):3-17
[14]Gulti R..Alliances and Networks[J].Strategic Management Journal,1998(19):293-317
[15]Das,T. K..A resource-based theory of strategic alliances[J] Journal of Management,2000(1): 31-62
[16]Drucker,Peter F..Knowledge Worker Productivity:the Biggest Challenge[J].California Management Review,1999(41):79-93
[17]Grant,Robert M..Toward A Knowledge-Based Theory of The Firm[J].Strategic management Journal,1996(17):109-122
[18]Peter Keen,Shaping the Future:Business Design through Information Technology[M]. Cambridge:Harvard Business School Press,1991
[19]宋茂霞.组织管理的新模式-纵向一体化[J].现代管理科学,2002(9)：15-18
[20]俞安平,张瑾.由纵向一体化到横向一体化：企业经营模式的新变化[J].经济师,2002(2)：56-58
[21]郎咸平.整合[M].北京：东方出版社,2004
[22]刘珊.纵向一体化战略的利弊研究[J].价值工程,2008(05)：64-67
[23]黄品奇.创新性企业发展战略研究[D].天津大学博士学位论文,2002
[24]唐忠良.我国企业多元化经营战略问题与对策[J].企业经济,2011(12)：15-18
[25]刘章发.对企业多元化经营战略选择的思考[J].中国商贸,2011(11)：113-114
[26]陈跃.日本大成建设株式会社考察报告(一)[J].建筑经济,2004(04)：67-69
[27]陈跃.日本大成建设株式会社考察报告(二)[J].建筑经济,2004(05)：80-82
[28]陈跃.日本大成建设株式会社考察报告(三)[J].建筑经济,2004(06)：88-89
[29]王玉娜,王要武.四大业务并驾齐驱,分享成功创造价值——解析全球最大承包商法国万喜[J].建筑管理现代化,2008(12)：57-60
[30]陈艳.协同效应铸就骄人业绩——法国万喜集团的经营之道[J].施工企业管理,2012(04)：50-51
[31]戴维·R·弗雷德.战略管理[M].北京：经济科学出版社,1998
[32]程绍平.以SWOT的视角探讨台湾运动观光发展策略[D].福建师范大学硕士学位论文,2011年
[33]于博.“新法”冲击波究竟有多大?[J].中国电子商情(基础电子),2008(02)：85
[34]李学鑫.新时期中原城市群加快发展的战略思路[J].特区经济,2010(01)：188-190
[35]邓世维.绿色建筑的经济理性与对策[J].中外建筑,2008(08)：119-122
[36]负慧星.可持续发展的绿色建筑[J].山西建筑,2011(02)：2-4
[37]徐竹林.促进分包合作良性循环[J].施工企业管理,2011(10)：82
[38]Michael Porter,陈小悦译.竞争战略[M].北京：华夏出版社,2005
[39]王晓冬.南通建筑产业集群效应分析[J].江苏经贸职业技术学院学报,2011(02)：4-7
[40]徐竹林.审时度势谋变创新图强做长[J].建筑,2008(02)：21-22
[41]刘启东.转型升级中的南通建筑业对技能型人才的需求分析——兼谈创办南通建筑职业技术学院的构想[J].南通职业大学学报,2010(03)：21-24
[42]李洪奇.建筑施工企业市场定位与经营战略[D].西南交通大学硕士学位论文,2004
[43]高山.大型建筑施工企业发展战略研[D].南京林业大学硕士学位论文,2004
[44]凯思斯.就业、利息与货币通论[M].北京：商务印书馆,1951
[45]冯子标.人力资本运营论[M].北京：经济科学出版社,2000
[46]亚当·斯密.国民财富的性质和原因的研究[M].北京：商务印书馆,1981
[47]徐金发.在并购与战略联盟之间选择：企业选择外部成长战略的分析框架和决策模型[J].科研管理,2003(01)：7-13
[48]王俊.房地产企业战略联盟的建立与管理研究[D].重庆大学硕士学位论文,2006年
[49]周同柱.基于战略联盟的中小企业国际化策略研究[D].东南大学硕士学位论文,2010年
[50]乔尔·布利克,林燕等译.协作性竞争：全球市场的战略联营与收购[M].北京：中国大百科全书出版社,1998.8
[51]徐竹林.文化建设引领企业健康发展[J].建筑,2003(05)：22-23