鞍钢集团建设总公司企业发展战略研究
|
摘要
鞍钢集团建设总公司是鞍钢集团公司的全资子公司，是国家一级建筑施工企业，主要承揽冶金工业建筑安装工程。近年来鞍钢的技术改造基本是由它承担的。随着企业改革的不断深入，鞍钢建设总公司的经营环境发生了根本变化，对其发展战略的研究有着重要的实际意义。
本文借助国内外企业战略管理的理论，从分析企业的外部环境入手，运用SWOT分析法，从国际国内行业地方政府等多个角度研究了企业的外部环境，着重研究了企业内部发展环境，分析了企业面临的机会、威胁以及优势劣势，在此基础上，运用专家调查法等研究了企业的竞争力，进而研究了企业的发展战略以及相应的保障措施。
研究认为，鞍钢集团建设总公司的发展形势严峻，实施持续发展战略的准备时间不是很长，如果近期不能做好战略调整，本公司将会有可能失去持续发展的机遇。企业发展战略的制定，要充分考虑鞍钢建设总公司在鞍钢集团中的地位，把握住建筑工程的活源市场，建立现代企业公司制体制，降低成本，寻求公司的持久竞争优势，实现其公司的长远发展。
Angang General Construction Company, a wholly-owned subsidiary of Angang Group Corporation, is a Class A building construction enterprise in the country, which can contract to do the construction and installation projects in the metallurgical industry. In recent years, it has undertaken nearly all of the technical modification projects of Angang Group Corporation. Along with the deepening of enterprise reform, the fundamental change has taken place in the business environment of Angang General Construction Company. This is of great significance for the research of its development strategy.
This article, based on the national and international enterprise strategy theories and with the aid of SWOT methodology and from the point of view of the industries at home and aboard and the local government, etc., makes the research on the external environment of the enterprise, especially the internal environment for the enterprise development and makes the analysis of the opportunity and risk, advantage or disadvantage which the enterprise is facing. Furthermore, this article makes the research on the enterprise competition as well as the development strategy and respective guarantee measures in expert investigation method.
It is the opinion in the research that Angang General Construction Company is facing the grim situation in its development and the preparation time is not enough for the company to implement the opportunity of the continuous development if its strategy adjustment could not be done well soon. In the establishment of the enterprise development strategy, the position which Angang General Construction Company has in Angang Group Corporation should be considered fully. The company will realize its long-term development strategy by means of grasping the building construction market, establishing the modern enterprise system, reducing the costs and holding the continuous competition advantage.
本文借助国内外企业战略管理的理论，从分析企业的外部环境入手，运用SWOT分析法，从国际国内行业地方政府等多个角度研究了企业的外部环境，着重研究了企业内部发展环境，分析了企业面临的机会、威胁以及优势劣势，在此基础上，运用专家调查法等研究了企业的竞争力，进而研究了企业的发展战略以及相应的保障措施。
研究认为，鞍钢集团建设总公司的发展形势严峻，实施持续发展战略的准备时间不是很长，如果近期不能做好战略调整，本公司将会有可能失去持续发展的机遇。企业发展战略的制定，要充分考虑鞍钢建设总公司在鞍钢集团中的地位，把握住建筑工程的活源市场，建立现代企业公司制体制，降低成本，寻求公司的持久竞争优势，实现其公司的长远发展。
Angang General Construction Company, a wholly-owned subsidiary of Angang Group Corporation, is a Class A building construction enterprise in the country, which can contract to do the construction and installation projects in the metallurgical industry. In recent years, it has undertaken nearly all of the technical modification projects of Angang Group Corporation. Along with the deepening of enterprise reform, the fundamental change has taken place in the business environment of Angang General Construction Company. This is of great significance for the research of its development strategy.
This article, based on the national and international enterprise strategy theories and with the aid of SWOT methodology and from the point of view of the industries at home and aboard and the local government, etc., makes the research on the external environment of the enterprise, especially the internal environment for the enterprise development and makes the analysis of the opportunity and risk, advantage or disadvantage which the enterprise is facing. Furthermore, this article makes the research on the enterprise competition as well as the development strategy and respective guarantee measures in expert investigation method.
It is the opinion in the research that Angang General Construction Company is facing the grim situation in its development and the preparation time is not enough for the company to implement the opportunity of the continuous development if its strategy adjustment could not be done well soon. In the establishment of the enterprise development strategy, the position which Angang General Construction Company has in Angang Group Corporation should be considered fully. The company will realize its long-term development strategy by means of grasping the building construction market, establishing the modern enterprise system, reducing the costs and holding the continuous competition advantage.
引文
[1]C．I．伯纳德．经理的职能．北京：中国商业出版社，2001．5
[2]H．I．安索天．企业战略论．北京：北京经贸大学出版社，2000．105
[3]董大海著．战略管理．大连：大连理工大学出版社，2000．05．28
[4]万建华．寻求战略管理优势．上海：海天出版社，2001．02．23
[5]滕藤、谷源祥．世界经济形势分析与预测．北京：北京社会文献出版社2001．08．4-20
[6]宋力刚．入世与中国企业发展战略．北京中国石化出版社2001．06．220
[7]李忠前．中国现代化建设研究文库．中央文献出版社2000．12．1148
[8]国家统计局．中国统计年鉴．中国经济出版社2001．03．2
[9]国统计局．建筑业统计．中国统计年鉴．2002．3．89-91
[10]刘世锦．市场经济论坛．北京经贸大学出版社．2002．04．10
[11]汪克夷．管理学．大连理工大学出版社．1999．10．20
[12]宋刚．营销主管．北京经贸大学出版社．2001．05．22
[13]杨大楷．国际经济合作．中国经济出版社．2001．10．4
[14]美．工程新闻记录．中国经济出版社．2001．08．14
[15]杨大楷．2002中国投资发展报告．中国经济出版社．2003．01．409
[16]乌兰木伦．在国际承包工程市场上大展宏图．国际经济合作，2001．10：12-14
[17]孙海鸣．企业战略高级教程．上海人民出版社．1998．06．148
[18]张军．经济研究．中国经济出版社．2001．03．14
[19]杨大楷．2002中国投资发展报告．上海：财经大学出版社．2002．12．202
[20]董大海．现代企业竞争方略．中国商业出版社
[21]Gregory G.Dess, Alexmiller, Strategicmanagement, McGrawHill, Inc. 1997.75.
[22]孙海鸣．企业战略高级教程．上海：上海人民出版社．2001．172
[23]汤正如．市场营销学．大连：大连理工大学出版社．1999．2
[24]Mann, R.B.&Mockler, R.J.(1994).Strategic management, 4[th]edn. Reading, MA:Addison-Wesley.
[25]Channon, D.F.Strategic management workbook.Imperial College, London. 87-89
[26]Thompson , A.&Strickland A.J. (1993).Strategic management, 7[th]edn, New York:Irwin.
[27]Porter, M, E,(1980).Competitive Strategy:techniques for anlyzing industries and comptitors. New York:the Free Press.
[28]Porter,M,E, (1985).Competitive advantage:creating and sustaining superior performance. New York: the Free Press. 11-26.
[29]Arthur D.Little Inc, (1974).A system for managing diversity. Cambridge, MA: Arthur D. Little Inc. December.
[30]Hax, A.C.& Majluf, N.(1984).Strategic management. Englewood Cliffs, NJ: Prentice-Hall. 182-206.
[31]Fred R.David(2001).Strategic Management, 8[th]end. Prentice Hall, Inc.
[2]H．I．安索天．企业战略论．北京：北京经贸大学出版社，2000．105
[3]董大海著．战略管理．大连：大连理工大学出版社，2000．05．28
[4]万建华．寻求战略管理优势．上海：海天出版社，2001．02．23
[5]滕藤、谷源祥．世界经济形势分析与预测．北京：北京社会文献出版社2001．08．4-20
[6]宋力刚．入世与中国企业发展战略．北京中国石化出版社2001．06．220
[7]李忠前．中国现代化建设研究文库．中央文献出版社2000．12．1148
[8]国家统计局．中国统计年鉴．中国经济出版社2001．03．2
[9]国统计局．建筑业统计．中国统计年鉴．2002．3．89-91
[10]刘世锦．市场经济论坛．北京经贸大学出版社．2002．04．10
[11]汪克夷．管理学．大连理工大学出版社．1999．10．20
[12]宋刚．营销主管．北京经贸大学出版社．2001．05．22
[13]杨大楷．国际经济合作．中国经济出版社．2001．10．4
[14]美．工程新闻记录．中国经济出版社．2001．08．14
[15]杨大楷．2002中国投资发展报告．中国经济出版社．2003．01．409
[16]乌兰木伦．在国际承包工程市场上大展宏图．国际经济合作，2001．10：12-14
[17]孙海鸣．企业战略高级教程．上海人民出版社．1998．06．148
[18]张军．经济研究．中国经济出版社．2001．03．14
[19]杨大楷．2002中国投资发展报告．上海：财经大学出版社．2002．12．202
[20]董大海．现代企业竞争方略．中国商业出版社
[21]Gregory G.Dess, Alexmiller, Strategicmanagement, McGrawHill, Inc. 1997.75.
[22]孙海鸣．企业战略高级教程．上海：上海人民出版社．2001．172
[23]汤正如．市场营销学．大连：大连理工大学出版社．1999．2
[24]Mann, R.B.&Mockler, R.J.(1994).Strategic management, 4[th]edn. Reading, MA:Addison-Wesley.
[25]Channon, D.F.Strategic management workbook.Imperial College, London. 87-89
[26]Thompson , A.&Strickland A.J. (1993).Strategic management, 7[th]edn, New York:Irwin.
[27]Porter, M, E,(1980).Competitive Strategy:techniques for anlyzing industries and comptitors. New York:the Free Press.
[28]Porter,M,E, (1985).Competitive advantage:creating and sustaining superior performance. New York: the Free Press. 11-26.
[29]Arthur D.Little Inc, (1974).A system for managing diversity. Cambridge, MA: Arthur D. Little Inc. December.
[30]Hax, A.C.& Majluf, N.(1984).Strategic management. Englewood Cliffs, NJ: Prentice-Hall. 182-206.
[31]Fred R.David(2001).Strategic Management, 8[th]end. Prentice Hall, Inc.
© 2004-2018 中国地质图书馆版权所有 京ICP备05064691号 京公网安备11010802017129号 地址：北京市海淀区学院路29号 邮编：100083 电话：办公室：(+86 10)66554848；文献借阅、咨询服务、科技查新：66554700 |