天津建工集团二建公司国家住宅产业化基地发展战略研究
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摘要
建筑业是我国国民经济的支柱产业。作为建筑产业的生力军和重要组成部分，建筑钢结构行业自20世纪90年代以来，随着国民经济的快速发展得到长足的进步，在我国的建筑市场上发挥着越来越大的作用。同时我国建筑钢结构领域内的竞争也日趋激烈，行业内的企业不仅要面对复杂多变的市场环境还有应对强大竞争对手的严峻考验。作为国内首个钢结构住宅产业基地如何在激烈的竞争中市场抓住机遇，迎接挑战，是值得深入研究的问题。因此研究二建公司住宅产业化基地在竞争环境下的发展战略具有现实的意义，也将对整个行业的健康发展起到一定的指引作用。
本文运用战略管理理论和方法就二建公司住宅产业化基地的发展战略进行了研究和探讨。首先对二建公司住宅产业化基地所面临的宏观外部环境如经济文化环境、政策法律环境以及技术环境进行了分析，可以看出整体宏观环境对二建公司住宅产业化基地有利。随后运用迈克尔·波特教授的五种力量模型对建筑钢结构行业进行了分析，得出行业竞争结构的现状：进入壁垒高，替代产品威胁不大，供应商的讨价和还价能力不强，但主要的竞争对手实力强大，顾客讨价和还价的能力很强。然后通过对二建公司住宅产业化基地的资源现状和现有问题进行的分析，对二建公司住宅产业化基地公司的强势和弱势、机遇和威胁进行了系统的总结。在此基础上，本文应用了AHP法、EFE矩阵、IFE矩阵和SWOT矩阵等技术和定量方法，对外部环境和内部环境进行了理论分析，提出了可供企业选择实施的战略方案，利用QSPM矩阵对备选方案进行了定量分析，得出了4个较为可行的战略方案。
本文提出的具体实施建议是：实施技术创新、创造品牌意识；抓住国内发展机会，扩大生产经营规模；实施项目化管理，降低生产成本；实施一体化发展战略，进行低成本集团化扩张。
Construction industry is the main industryof our national economy. Since 90s of 20 century, as the vital new force and important component, the construction steel structure industry has been playing a more and more important role in construction field with national economy rapid development. Simultaneously the competition in steel structure field becomes more and more fierce and sharp. The enterprise not only need face complicated and changeable marketing environment, but also need be able to stand every kind of trial from the comtetitive opponents. As the first National Residential House Industrial Base (NRHIB), and how to grasp the opportunity and meet challenge among the acute economic marketing is one topic that should be deeply researched. It not only has practical significance to research into the development strategy of Tianjin Construction Engineering Group 2nd Construction Company National Resdential House Industrial Base under competitive environment, but also could bring about some influence to the whole industry healthy development.
This article adopts strategy management theory and method to study and analyze the development strategy of NRHIB. Firstly analyzes the macroscopic environment that NRHIB is facing up such as economic and cultural environment, policy and laws environment, technology environment and so on. The conclusion is the whole macroscopic environment is beneficial to NRHIB. Secondly this paper adopts the “Five-Forces Model” put by Professor Michael Porter to analyze the steel structure industry. So it is found out that the present industry competition condition is that: Threat of Entrants is rather powerful, Threat of Substitutes is not so heavy and Power of Suppliers is not very strong. However, the main competitive opponents have stong capability and the customers have big bargin space. And then this paper puts superiority, weakness, opportunity and threat by analyzing the present resource conditions and problems of NRHIB.
This article adopts many methods such as AHP, EFE matrix, IFE matrix and SWOT matrix to analyze the internal and external environment in theory. Combining qualitative analysis with quantitative analysis, this paper provides spare strategy plans that might be adopted by NRHIB. With QSPM matrix this paper analyze the spare schemes and choosable four feasible plans.
The concrete suggestions for being implemented is to carry out technology innovation, to establish brand realization, to utilize the state good developing opportunity to reduce production cost, to put integrated developing strategy into effect to fulfil low-cost and enterprise expansionism.
本文运用战略管理理论和方法就二建公司住宅产业化基地的发展战略进行了研究和探讨。首先对二建公司住宅产业化基地所面临的宏观外部环境如经济文化环境、政策法律环境以及技术环境进行了分析，可以看出整体宏观环境对二建公司住宅产业化基地有利。随后运用迈克尔·波特教授的五种力量模型对建筑钢结构行业进行了分析，得出行业竞争结构的现状：进入壁垒高，替代产品威胁不大，供应商的讨价和还价能力不强，但主要的竞争对手实力强大，顾客讨价和还价的能力很强。然后通过对二建公司住宅产业化基地的资源现状和现有问题进行的分析，对二建公司住宅产业化基地公司的强势和弱势、机遇和威胁进行了系统的总结。在此基础上，本文应用了AHP法、EFE矩阵、IFE矩阵和SWOT矩阵等技术和定量方法，对外部环境和内部环境进行了理论分析，提出了可供企业选择实施的战略方案，利用QSPM矩阵对备选方案进行了定量分析，得出了4个较为可行的战略方案。
本文提出的具体实施建议是：实施技术创新、创造品牌意识；抓住国内发展机会，扩大生产经营规模；实施项目化管理，降低生产成本；实施一体化发展战略，进行低成本集团化扩张。
Construction industry is the main industryof our national economy. Since 90s of 20 century, as the vital new force and important component, the construction steel structure industry has been playing a more and more important role in construction field with national economy rapid development. Simultaneously the competition in steel structure field becomes more and more fierce and sharp. The enterprise not only need face complicated and changeable marketing environment, but also need be able to stand every kind of trial from the comtetitive opponents. As the first National Residential House Industrial Base (NRHIB), and how to grasp the opportunity and meet challenge among the acute economic marketing is one topic that should be deeply researched. It not only has practical significance to research into the development strategy of Tianjin Construction Engineering Group 2nd Construction Company National Resdential House Industrial Base under competitive environment, but also could bring about some influence to the whole industry healthy development.
This article adopts strategy management theory and method to study and analyze the development strategy of NRHIB. Firstly analyzes the macroscopic environment that NRHIB is facing up such as economic and cultural environment, policy and laws environment, technology environment and so on. The conclusion is the whole macroscopic environment is beneficial to NRHIB. Secondly this paper adopts the “Five-Forces Model” put by Professor Michael Porter to analyze the steel structure industry. So it is found out that the present industry competition condition is that: Threat of Entrants is rather powerful, Threat of Substitutes is not so heavy and Power of Suppliers is not very strong. However, the main competitive opponents have stong capability and the customers have big bargin space. And then this paper puts superiority, weakness, opportunity and threat by analyzing the present resource conditions and problems of NRHIB.
This article adopts many methods such as AHP, EFE matrix, IFE matrix and SWOT matrix to analyze the internal and external environment in theory. Combining qualitative analysis with quantitative analysis, this paper provides spare strategy plans that might be adopted by NRHIB. With QSPM matrix this paper analyze the spare schemes and choosable four feasible plans.
The concrete suggestions for being implemented is to carry out technology innovation, to establish brand realization, to utilize the state good developing opportunity to reduce production cost, to put integrated developing strategy into effect to fulfil low-cost and enterprise expansionism.
引文
[1] 蓝海林，企业战略管理理论与技术，第一版，华南理工大学出版社， 1993.9
[2] 迈克·波特，竞争战略（陈小悦），华夏出版社，2000
[3] 迈克·波特，战略优势（陈小悦），华夏出版社，2001
[4] 徐二明，企业战略管理，中国经济出版社，1998.5
[5] 刘冀生，企业经营战略，清华大学出版社，1995.4
[6] 斯蒂芬.P.罗宾斯，组织行为学，中国人民大学出版社，1997
[7] 菲利普.科特勒，市场营销管理，中国人民大学出版社，1997
[8] 姚兵，论建筑业企业经营管理，同济大学出版社，1996
[9] Philip Kotler， Marketing Management，Prentice-hall International Inc.，1996
[10]Warren .J.Keegan， Global Management，Prentice-hall International Inc.，19967
[11]Michael A.Hitt，Strategic Management:Competitiveness and Globalization:Concepts & Cases.South-Western College Publishing,1999
[12]J.I.Moore， Writers on Strategy and Strategic Management. The Penguin Group Publishing,1992
[13]Kenneth R.Andrews， The Concept of Corporate Strategy.1987
[14]匿名，我国轻钢结构建筑企业的管理现状及战略对策思考，中国钢结构产业， 2003，1，7～15
[15]王元清等，现代钢结构建筑及其在我国的应用，中国钢结构产业， 2003，1，1～6
[16] 安德鲁·坎贝尔，凯瑟琳·萨默斯·卢斯.核心能力战略. 严勇、祝方译. 第一版,东北财大出版社，1999
[17] 大卫·J·科利斯，辛西娅·A·蒙哥马利.公司战略.东北财大出版社，2000
[18] 迈克尔·波特，加里·哈默等著.未来的战略.徐振东，张志武译.第一版,四川人民出版社，2000
[19] 詹姆斯·C·科林斯，威廉·C·拉齐尔.中小企业管理--概念与案例.东北财大出版社，2000
[20] 斯汀·G·隆内克，卡罗斯·W·莫尔.小企业管理,东北财大出版社，2000
[21] 汤姆森·斯迪克兰德.战略管理--概念与案例.北京大学出版社，2000
[22] 维纳·艾莉著.知识的进化.刘民慧等译. 第一版.珠海出版社，1998
[23] 和金生.企业战略管理.天津大学出版社，1998
[24] 保健云著.知识资本：知识经济时代知识资本的开发、经营与管理. 第一版.西南财经大学出版社，1999
[25] 孙涛.知识管理.中华工商联合出版社，1999
[26] 郁义鸿著.知识管理与组织创新.第一版.复旦大学出版社，2001
[27] 项保华.战略管理—艺术与实务.华夏出版社，2001
[28] 王方华，吕巍.企业战略管理.复旦大学出版社，1997
[29] 项保华著.战略管理---艺术与实务.华夏出版社，2001
[30] 蒋运通编著,企业经营战略管理,企业管理出版社，1997
[30] 鲁开垠，汪大海等著.核心竞争力,经济日报出版社，2001
[31] 裴长洪.中国企业组织战略行为,经济管理出版社，1998
[2] 迈克·波特，竞争战略（陈小悦），华夏出版社，2000
[3] 迈克·波特，战略优势（陈小悦），华夏出版社，2001
[4] 徐二明，企业战略管理，中国经济出版社，1998.5
[5] 刘冀生，企业经营战略，清华大学出版社，1995.4
[6] 斯蒂芬.P.罗宾斯，组织行为学，中国人民大学出版社，1997
[7] 菲利普.科特勒，市场营销管理，中国人民大学出版社，1997
[8] 姚兵，论建筑业企业经营管理，同济大学出版社，1996
[9] Philip Kotler， Marketing Management，Prentice-hall International Inc.，1996
[10]Warren .J.Keegan， Global Management，Prentice-hall International Inc.，19967
[11]Michael A.Hitt，Strategic Management:Competitiveness and Globalization:Concepts & Cases.South-Western College Publishing,1999
[12]J.I.Moore， Writers on Strategy and Strategic Management. The Penguin Group Publishing,1992
[13]Kenneth R.Andrews， The Concept of Corporate Strategy.1987
[14]匿名，我国轻钢结构建筑企业的管理现状及战略对策思考，中国钢结构产业， 2003，1，7～15
[15]王元清等，现代钢结构建筑及其在我国的应用，中国钢结构产业， 2003，1，1～6
[16] 安德鲁·坎贝尔，凯瑟琳·萨默斯·卢斯.核心能力战略. 严勇、祝方译. 第一版,东北财大出版社，1999
[17] 大卫·J·科利斯，辛西娅·A·蒙哥马利.公司战略.东北财大出版社，2000
[18] 迈克尔·波特，加里·哈默等著.未来的战略.徐振东，张志武译.第一版,四川人民出版社，2000
[19] 詹姆斯·C·科林斯，威廉·C·拉齐尔.中小企业管理--概念与案例.东北财大出版社，2000
[20] 斯汀·G·隆内克，卡罗斯·W·莫尔.小企业管理,东北财大出版社，2000
[21] 汤姆森·斯迪克兰德.战略管理--概念与案例.北京大学出版社，2000
[22] 维纳·艾莉著.知识的进化.刘民慧等译. 第一版.珠海出版社，1998
[23] 和金生.企业战略管理.天津大学出版社，1998
[24] 保健云著.知识资本：知识经济时代知识资本的开发、经营与管理. 第一版.西南财经大学出版社，1999
[25] 孙涛.知识管理.中华工商联合出版社，1999
[26] 郁义鸿著.知识管理与组织创新.第一版.复旦大学出版社，2001
[27] 项保华.战略管理—艺术与实务.华夏出版社，2001
[28] 王方华，吕巍.企业战略管理.复旦大学出版社，1997
[29] 项保华著.战略管理---艺术与实务.华夏出版社，2001
[30] 蒋运通编著,企业经营战略管理,企业管理出版社，1997
[30] 鲁开垠，汪大海等著.核心竞争力,经济日报出版社，2001
[31] 裴长洪.中国企业组织战略行为,经济管理出版社，1998
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