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论文编号：	14005
作者编号：	2320200459
上传时间：	2023/6/7 15:44:22
中文题目：	HBKC公司吸收合并后差异化竞争战略研究
英文题目：	Research on the Differentiated Competition Strategy of HBKC Company after Merger
指导老师：	薛有志教授
中文关键字：	工程勘察企业；吸收合并；差异化竞争战略；保障措施；战略研究
英文关键字：	Engineering survey enterprises；Merger by absorption；Differentiated competition strategy；Safeguard measures；Strategic research
中文摘要：	随着工程勘察行业市场日趋饱和、技术日趋规范，传统工程勘察行业内的企业在市场竞争与体制机制改革的大潮中，提升企业差异化竞争力的趋势迫在眉睫。在当前宏观经济和行业背景下，工程勘察企业如何面对竞争白热化的市场，提供全产业链条技术服务，提升企业核心竞争力，对于企业的长远发展具有重要作用。工程勘察企业战略转型是当前国内经济形势及区域经济发展的迫切需要，新形势下工程勘察企业如需发展壮大，就必须充分发挥内部的制度优势与整合外部的资源优势，以确定适应企业当前发展的差异化竞争战略，这也是本文的研究意义所在。 本文以HK局旗下HBKC公司吸收合并HBDX公司为例，简要介绍了HBKC公司吸收合并的背景及过程，并引发了内外部环境发生了较大的变化，形势倒逼企业必须做出战略上的调整以适应新的内外部环境。文章对HBKC公司的产业发展环境、现有竞争者、潜在竞争者、购买者及公司的内部优势劣势进行了逐一阐述分析，得出结论：虽然HBKC公司在通过吸收合并HBDX公司后，整体实力得到了较大的提升，但是公司当前面临的挑战比较复杂和严峻（如价格市场竞争激烈、提升企业发展层级难度较大、设计总承包模式改变以往市场竞争格局、大型央企及民营企业侵吞市场份额、行业内人员流动性较大等），避免同质化建立差异化竞争力为当务之急，即实施差异化竞争战略是企业当前发展壮大的关键所在。 HBKC公司的差异化竞争战略主要围绕着以下三个方面展开：一是满足客户的高品质低价格的需求；二是有针对性的选择客户群体及目标市场；三是利用企业自身的资源优势形成独特的资源能力。本文综合运用差异化竞争战略，再结合SWOT分析法，将HBKC公司的内部环境的优势、劣势及产业环境的机会及威胁等方面逐项分析，在产品及品牌定位差异化、产品质量及价格的差异化、重点销售区域的差异化、市场推广方式的差异化及自身资源能力的差异化等方面制定了具体的差异化战略。需要在盘活企业资源优势、注重产业延伸、细分区域市场及市场拓展方式、提升技术及管理效能、优化考核制度、与同行及竞争者合作、加强资质建设、加强人才队伍建设、创新市场经营模式、推动科技创新与数字赋能、推动现代化企业管理模式、推动企业文化建设等方面全线发力，这也构成了公司差异化竞争战略的基本内容。 在确定了差异化竞争战略的实施方案后，对战略的实施效果展望如下：一是巩固传统市场，经营模式优化；二是强化数字赋能，技术驱动转型；三是提升实力能力，夯实发展基础；四是抓好制度建设，管理再上台阶。然而战略无法从根本上解决企业的一些短板，例如：业务单一、技术传统、人员负担较重、转型升级工作存在难度、资质建设推进较慢、区域市场拓展力度不够、杀手锏技术还未成型等等。 为确保差异化竞争战略顺利实施，结合公司实际，制定了全链条整合方案及组织管理方案，在公司总体发展目标、组织管理、市场营销管理、战略管理等方面做了较为详细部署与安排，以期达到良好的组织管理及战略布局。此外，战略的持续推进也离不开领导层的高度重视、战略的适应程度与持续进行战略的融合与优化等。 最终通过以上研究，结果表明：为适应市场需求、增强企业核心竞争力、精准提供勘察领域全链条服务，传统工程勘察行业领域内的小而散的企业，通过对消费市场、目标客户、产品定位、产品质量、销售区域、推广方式及终端销售等条件的精准研判，进而形成企业独特的差异化竞争力为大势所趋，且在战略实施的过程中要精准施策、因地制宜。
英文摘要：	With the increasingly saturated market and standardized technology of engineering survey industry, it is urgent for enterprises in the traditional engineering survey industry to enhance their differentiated competitiveness in the tide of market competition and system and mechanism reform. Under the current macroeconomic and industrial background, how to provide technical services for the whole industrial chain and enhance the core competitiveness of engineering survey enterprises in the face of the white-hot market competition plays an important role in the long-term development of enterprises. The strategic transformation of engineering survey enterprises is the urgent need of the current domestic economic situation and regional economic development. If engineering survey enterprises need to develop and expand under the new situation, they must give full play to the internal institutional advantages and integrate the external resource advantages, so as to determine the differentiated competition strategy to adapt to the current development of enterprises, which is also the significance of this paper. This paper takes HBKC Company's absorption and merger of HBDX Company under HK Bureau as an example, briefly introduces the background and process of HBKC Company's absorption and merger, which has triggered great changes in the internal and external environment, forcing enterprises to make strategic adjustments to adapt to the new internal and external environment. This paper expounds and analyzes HBKC Company's industrial development environment, existing competitors, potential competitors, buyers and the company's internal advantages and disadvantages one by one, and draws the conclusion: Although HBKC Company's overall strength has been greatly improved after the absorption and merger of HBDX Company, However, the current challenges facing the company are relatively complex and severe (such as fierce competition in the price market, difficulty in upgrading the level of enterprise development, changes in the previous market competition pattern in the design of general contracting mode, embezzlement of market shares by large central enterprises and private enterprises, large personnel mobility in the industry, etc.). The top priority is to avoid homogeneity and establish differentiated competitiveness. That is, the implementation of differentiated competition strategy is the key to the current development and expansion of enterprises. HBKC company's differentiated competition strategy mainly revolves around the following three aspects: first, to meet customers' demand of high quality and low price; Second, targeted selection of customer groups and target markets; The third is to use the enterprise's own resource advantages to form a unique resource capability. This paper comprehensively applies the differentiation competition strategy and combines SWOT analysis to analyze the advantages and disadvantages of HBKC's internal environment and the opportunities and threats of the industrial environment. Specific differentiation strategies have been formulated in terms of product and brand positioning differentiation, product quality and price differentiation, key sales regions differentiation, market promotion methods differentiation and their own resources and capabilities differentiation. It is necessary to revitalize enterprise resource advantage, pay attention to industry extension, subdivide regional market and market expansion mode, improve technology and management efficiency, optimize assessment system, cooperate with peers and competitors, strengthen qualification construction, strengthen talent team construction, innovate market operation mode, promote scientific and technological innovation and digital enabling, promote modern enterprise management mode, promote enterprise culture construction and so on Full force, which also constitutes the basic content of the company's competitive strategy of differentiation. After determining the implementation plan of the differentiated competition strategy, the implementation effect of the strategy is expected as follows: first, consolidate the traditional market and optimize the business model; Second, strengthen digital empowerment and technology-driven transformation; Third, enhance the strength and ability to consolidate the foundation of development; Fourth, we should strengthen institutional construction and make further progress in management. However, the strategy cannot fundamentally solve some weaknesses of the enterprise, such as: single business, traditional technology, heavy personnel burden, difficult transformation and upgrading work, slow qualification construction, insufficient regional market expansion, and unformed mace technology. In order to ensure the smooth implementation of the differentiated competition strategy, combined with the actual situation of the company, the whole chain integration plan and organizational management plan have been formulated, and detailed deployment and arrangement have been made in the overall development objectives, organizational management, marketing management, strategic management and other aspects of the company, in order to achieve good organizational management and strategic layout. In addition, the continuous promotion of the strategy is inseparable from the high attention of the leadership, the degree of adaptation of the strategy and the continuous integration and optimization of the strategy. Finally, through the above research, the results show that: In order to meet the market demand, enhance the core competitiveness of enterprises, and accurately provide the whole chain service in the field of survey, it is the general trend for small and scattered enterprises in the field of traditional engineering survey industry to form their unique differentiated competitiveness through accurate research and judgment of the consumer market, target customers, product positioning, product quality, sales area, promotion method and terminal sales. And in the process of strategy implementation, we should adopt precise policies and adapt to local conditions.
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