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论文编号：	12731
作者编号：	2320190375
上传时间：	2021/12/7 10:37:34
中文题目：	S公司对外承包工程东非业务竞争战略研究
英文题目：	Study on Competitive Strategy of S Corporation''s International Engineering Contracting Business in East Africa
指导老师：	任兵
中文关键字：	对外承包工程；竞争战略；差异化战略；微笑曲线；投建营一体化
英文关键字：	International Project Contracting; Competitive strategy; Differentiation Strategy; Smiling Curve; Investment-construction-operation Integration Mode
中文摘要：	随着经济全球化不断深化，尤其是2001年中国加入世贸组织后，对外承包工程行业发展迅速。2013年，随着“一带一路”倡议从愿景到行动，越来越多的中国建筑施工企业通过在海外国家承建基础设施工程项目“走出去”，促进相关国家经济社会发展。2020年，在ENR（全球工程建设领域权威学术杂志）对“全球最大250家国际承包商”排名里，中国电建在中企中排名第二，全球排名第七，成为国际工程承包企业的重要一极。企业竞争实力突出，发展前景明朗。 S公司是中国电建全资子公司。S公司自1999年在东非区域坦桑尼亚中标第一个工程项目之后，陆续扩大市场，已深耕东非区域二十余年。然而近年来，因国内工程承包市场趋于饱和，越来越多的具有实力的大型建筑施工企业进入国际市场，使聚焦于东非等国际低端业务市场的竞争更加激烈。在竞争压力日益增大、劳动力价格上升，叠加海外经济政治局势不稳、全球疫情影响的情况下，S公司虽然在东非区域承包工程规模持续增加，但增速缓慢，低于母公司中国电建对其海外业务发展的预期。 S公司的成长既面临机遇，也面临挑战。这种情况下，S公司迫切需要结合内外部环境，诊断东非区域经营现状，采取合适的东非基建业务竞争战略，以强有力的战略引领业务转型升级发展。本研究使用PEST、五力模型、价值链分析、SWOT分析等工具，通过文献研究、档案研究等方法，分析东非区域政治、经济、技术、文化环境与基建行业现状，分析S公司内部资源与能力，对三种竞争战略进行逐项分析，最终确定S公司在东非市场放弃与其他国际承包商进行低价竞争，选用差异化战略进行可持续发展，采用“投建营”一体化等模式打通价值链，延伸产业链，获取超额利润，提升其同国际一流承包商的竞争能力。本研究有助于S公司持续保有、扩大公司东非区域市场份额，进而转型升级，同时对更多同类型的中国对外承包工程公司明确发展路径具有一定借鉴意义。
英文摘要：	Along with the development of economic globalization, especially after China’s accession to?the WTO, China’s foreign contracting industry developed fast.The Belt and Road Initiative that launched in 2013 encourages China International Contractors undertake infrastructure projects globally and contribute to the local development. PowerChina reached No.7 in the ENR’s 2020 Top 250 International Contractors List, also ranked?the?second?place among Chinese Contractors. The?company owns?competitive?strength and holds great promise. S Corporation?is?a wholly owned subsidiary?of?PowerChina?Group. S Corporation has been expanding East Africa regional market for over 20 years since they first successfully bid the international project in Tanzania. Nowadays,The domestic engineering contractors rushed into East Africa constructing market, which makes the competition focused on the lower end market become?increasingly?fierce. The growing competing pressure,higher labour costs,unstable political and economic situation,?the COVID-19 pandemic?pose threats on the market expansion of S Corporation. Although won a remarkable portion of international construction market, it still be considered as “lack of results”by their parent company. Opportunities?and?challenges?coexist?for S Corporation.Under this circumstances, S Corporation needs to analyse business conditions and design a appropriate competitive strategy to further advance the business in East Africa market. The research mainly adopts a combined research methods of the PEST model, Porter’s five forces model, Value Chain analysis and SWOT analysis. By applying literature research and archival method, the research analyzed S Corporation’s inner resources and core competitiveness to raised an idea that a differentiation strategy should be taken, avoiding low-price competition. The research puts forward to upgrade the traditional engineering contracting mode to “investment-construction-operation” integration mode, linking value chain and extending industrial chain to obtain super-profit. China International Project Contraction industry will be restructuring and upgrading by the never-ending innovative Chinese Contractors. Research on S Corporation’s strategic choice will expand its market share in East Africa Area, as well as present a helpful case for other Chinese Contractors to explore their ways.
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