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论文编号：	14166
作者编号：	2320213542
上传时间：	2023/12/7 15:50:00
中文题目：	T建筑公司竞争战略研究
英文题目：	Research on the Competitive Strategy of T Construction Company
指导老师：	田莉
中文关键字：	建筑企业;竞争战略;价值链分析;总成本领先战略
英文关键字：	construction business;competitive strategy;Value Chain analysis;overallcostleadership
中文摘要：	建筑业为经济社会发展提供了重要支撑，2022年中国建筑业总产值增长至31.20万亿元，同比增长6.45%；建筑业企业签订合同总额增长至71.57万亿元，同比增长8.95%。建筑业发展总体上仍处于重要战略机遇期，主要是西部大开发、现代化都市圈、新型城镇化、城乡融合发展、建设交通强国、京津冀一体化、粤港澳大湾区、堆安新区和“一带一路”，形成建筑业未来发展的重要推动力和宝贵机遇。“十四五”期间建筑业供给侧结构性改革将继续深入，市场化、规范化、法制化依然是大方向。随着经济全球化发展，世界百年未有之大变局，建筑业体现出行业集中度越来越高、市场竞争日益加剧的特点，建筑企业面临更多的机遇与挑战。重视和强化企业竞争战略管理，制定符合时代特点，具有可操作性的竞争战略，已成为建筑企业求生存、谋发展的必然选择。 本文以T建筑公司为研究对象，结合企业战略管理理论、竞争战略理论与企业实际情况，探究其竞争战略。首先，运用PEST分析模型、波特五力模型、价值链分析等方法，详细而全面地研究了T建筑公司所处的宏观环境、行业环境、内部环境，为制定有针对性的战略提供必要的理论数据和分析结果。然后，基于T建筑公司的使命、愿景、总体目标，本文分析总成本领先战略、差异化战略和目标聚集战略三种竞争战略的可行性，提出T建筑公司的优选竞争战略为总成本领先竞争战略。最后，本文基于建筑企业的价值链基本活动和支持活动，提出了T建筑公司竞争战略的具体实施和保障措施。 本文对T建筑公司的未来发展具有一定的实践和理论指导作用，有利于公司竞争战略的转型和升级。另外，作为集团公司的典型公司，T建筑公司的战略制定与转型升级会对集团公司起到非常好的样板作用；为其他建筑企业战略管理思想提供参考，对建筑业企业竞争战略的制定，提供借鉴思路。同时，本文为T建筑公司提出的竞争战略实施和保障措施在一定程度上对同业企业有着重要的借鉴意义。
英文摘要：	The construction sector provides significant support for economic and social development. In 2022, the construction output value in China increased to 31.20 trillion yuan, up 6.45% year-on-year. The total amount of contracts signed by construction enterprises surged 8.95% year-on-year to 71.57 trillion yuan. In general, the development of the construction sector is still in a period of strategic opportunity. China's policies and actions covering China’s Western Development Strategy (WDS), metropolitan areas, urbanization, integrated urban-rural development, the building of China into a transportation power, Beijing-Tianjin-Hebei Integration Plan, the Guangdong-Hong Kong-Macao Greater Bay Area, Xiong'an New Area and the "the Belt and Road" Initiative, form important driving forces and valuable opportunities for the future development of the construction sector. During the 14th Five-Year Plan period (2021-2025), the supply-side structural reform of the construction sector continues to be deepened, featuring marketization, standardization, and legalization. With the development of economic globalization, the world today is undergoing major changes unseen in a century. The construction sector's market concentration is increasingly intensive and market competition is getting fiercer. Hence, construction enterprises are facing more opportunities and challenges. As an inevitable choice for construction enterprises to seek survival and development, management of enterprise competitive strategies is required to be emphasized and strengthened, and the competitive practicable strategies that are in line with the characteristics of the times need to be developed. This article takes T Construction Company as the research object, combines strategic management theory and competitive strategy theory with the actual situation of the enterprise, to explore its competitive strategy. Firstly, based on methods such as PEST and Porter's Five Forces analysis models, and value chain analysis, a detailed and comprehensive study was conducted on the macro environment, industry environment, and internal environment of T Construction Company, providing necessary theoretical data and analysis results for formulating targeted strategies. Then, on the basis of the mission, vision, and overall goals of T Construction Company, this article analyzes the feasibility of three competitive strategies: overall cost leadership strategy, differentiation strategy, and goal integration strategy, and proposes the overall cost leadership strategy as T Construction Company's preferred competitive strategy. Finally, in view of the basic and supporting activities of the value chain of construction enterprises, this article proposes specific implementation and guarantee measures for T Construction Company's competitive strategy. This article provides practical and theoretical guidance for the future development of T Construction Company, which is conducive to the transformation and upgrading of the company's competitive strategy. In addition, as a typical company of the group company, T Construction Company's strategy formulation, transformation and upgrading will serve as a good model for the group company, provide reference for strategic management ideas of other construction enterprises, and provide reference ideas for formulation of competitive strategies for construction enterprises. Meanwhile, the competitive strategy implementation and safeguard measures proposed by T Construction Company in this article hold great reference significance for peer enterprises to some extent.
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