成都市路桥工程股份有限公司竞争战略研究

发布时间：2018-07-07 16:18

本文选题：成都路桥 + 核心竞争力　；参考：《西南交通大学》2013年硕士论文

【摘要】：对一个企业而言,竞争战略是其生存和成长的重要基础。现阶段,国内的高速公路以及市政道路在经过十几年的发展之后,它面临的经济环境等各个方面均发生了极大的变化,建设投资从最初的几何级数增长变为稳步增长。路桥施工是充分竞争的行业,激烈的竞争使路桥施工企业进入微利时代,要想在激烈的市场竞争中保持不败且能持续发展,各个路桥施工企业必须有自己的竞争战略。只有制定出既能规避风险又能抓住机会并符合企业实际的发展和竞争战略,并严格、有效地执行,企业才能不断的攀登新的高峰,否则,就会被市场无情淘汰。成都路桥作为四川省民营公路路桥建筑施工企业,主要从事高速公路、桥梁工程等建设。本文立足于该企业谋求更好的生存空间和相对优势的竞争能力的要求,通过深入分析企业所面临的政治法律环境、经济环境、社会文化环境、自然和科技环境等宏观环境和微观环境、路桥建设市场的现状以及成都路桥公司内部资源和能力,剖析公司存在的问题,认为公司存在区位优势、管理团队综合素质高、企业资质高、工程管理精确化、具备持续开展BT业务的能力、信息化程度高、品牌效应等优势；存在企业规模不大、研发及创新能力较弱、资金相对不足、经营结构较为单一、省外市场开发能力较弱、激励机制还需完善等劣势,并面临诸多外部机会和挑战。通过SWOT分析,提出可行的竞争战略,其竞争战略总体为总成本领先和差异化相结合。该文还提出了九大职能战略以保证竞争战略的实施,即与大型企业合作提高竞争力的战略、开拓市场营销的战略、开展资本运营的战略、建立人力资源管理的战略、开展品牌保卫和企业文化战略、风险管理战略、降低主营业务成本的战略、积极添置施工机械的战略、开展多元化经营的战略。该分析对提高成都路桥的市场竞争能力,保持市场占有额、提高营运收入等有着积极而现实的意义。
[Abstract]:For an enterprise, competitive strategy is an important basis for its survival and growth. At present, after more than ten years' development, the domestic expressway and municipal road have undergone great changes in the economic environment, and the investment in construction has changed from the initial geometric progression to a steady increase. Road and bridge construction is a fully competitive industry. The fierce competition makes the road and bridge construction enterprises enter the era of small profit. In order to maintain unbeaten and sustainable development in the fierce market competition, each road and bridge construction enterprise must have its own competitive strategy. Only by formulating a strategy that can avoid risks and seize opportunities and conform to the actual development and competition strategy of an enterprise, and execute strictly and effectively, can an enterprise continuously climb a new peak, otherwise, it will be mercilessly eliminated by the market. Chengdu Road Bridge as a private highway construction enterprises in Sichuan Province, mainly engaged in highway, bridge construction and other projects. Based on the request of the enterprise to seek better living space and competitive power of comparative advantage, this paper analyzes the political and legal environment, economic environment, social and cultural environment faced by the enterprise. The macro and micro environment such as natural and scientific environment, the present situation of road and bridge construction market, and the internal resources and ability of Chengdu Road and Bridge Company are analyzed, and the problems of the company are analyzed. It is considered that the company has regional advantages and the comprehensive quality of management team is high. The enterprise has the advantages of high qualification, precise engineering management, the ability to carry out BT business continuously, the high degree of information, the brand effect and so on, the existence of small scale of enterprise, weak R & D and innovation ability, relatively insufficient capital, single management structure, etc. The external market development ability is weak, the incentive mechanism still needs to be perfected and so on, and faces many external opportunities and challenges. Through SWOT analysis, a feasible competitive strategy is put forward. The overall competitive strategy is the combination of total cost leading and differentiation. The paper also puts forward nine functional strategies to ensure the implementation of the competitive strategy, that is, the strategy of cooperating with large enterprises to improve competitiveness, opening up the strategy of marketing, carrying out the strategy of capital operation, and establishing the strategy of human resource management. Develop brand protection and corporate culture strategy, risk management strategy, reduce the cost of the main business strategy, actively add construction machinery strategy, the strategy of diversified management. The analysis has positive and practical significance for improving the market competition ability of Chengdu Road Bridge, keeping the market share and increasing the operating income.
【学位授予单位】：西南交通大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F426.92;F272

【参考文献】