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论文编号：	187
作者编号：	052277
上传时间：	2007/12/29 8:47:41
中文题目：	中交天津航道局有限公司竞争环境
英文题目：	THE COMPETITION ENVIRONMENT AN
指导老师：	李季
中文关键字：	天航局;竞争环境;竞争战略;战略<
英文关键字：	TDC;Competitive Environment;Co
中文摘要：	回顾过去的20多年，特别是近10年来，国际疏浚市场发生了巨大变化。由于经济全球化浪潮和中国入世的推动，港口、船舶向大型化发展，规模浩大的填海造陆工程接连不断，水环境保护和可持续发展越来越深入人心，疏浚业在战胜种种挑战后得到了前所未有的发展。随着中国经济的迅猛发展，国内疏浚市场也呈现出少有的繁荣景象。市场需求旺盛和中国入世疏浚业保护期的结束，造成疏浚市场竞争进一步加剧。在这样一个特定的历史条件下，中交天津航道局有限公司（简称天航局）作为国内最早并拥有110年历史的国内大型疏浚企业，如何把握机遇，提高企业竞争力，实现持续快速健康发展成为天航人必须认真面对的具有意义深远的课题。 本文运用文献法、观察法、模型法等研究方法，深入分析了疏浚行业的发展现状及未来的发展趋势，运用战略管理的相关理论工具对天航局的内外部竞争环境进行了较为深入的综合分析评述，进而判断了公司所处的竞争地位。另外结合国内企业普遍对公司愿景、使命、价值观等概念理解不够深入透彻的现状，对以上内容及其含义进行了比较详细的分析和阐述。在此基础上提出了公司的发展战略和竞争战略，尤其在竞争战略上提出了成本、市场、装备、技术、人才、管理六个领先战略，并结合企业实际围绕各项竞争战略分别提出了战略实施措施。 文章通篇旨在研究天航局“要成为什么样的企业？”、“企业的追求是什么？”、“企业要走什么样的路？”“如何保持并创造优势？”等一系列关系企业生存发展的核心问题并得到较为明确的答案。因此本课题的研究成果对帮助天航局确定现在的工作重点、研究未来的发展方向等具有较高的应用价值和实践意义。另外，以往有关企业战略的论文，在战略实施这一部分往往只是从组织变革、企业文化、人力资源等方面提出泛泛的措施，本文却在明确提出企业六个领先竞争战略的基础上，紧密结合企业实际对每项竞争战略提出了比较详细的实施方案和措施，因此对企业来说更加具体、更具可操作性。基于此，本文对于天航局乃至国内其它疏浚企业认清当前发展形势、进一步剖析企业现状、制定企业总体战略等方面具有一定的参考价值。
英文摘要：	Looking back the last 20 years, especially the recent 10 years, the international dredging market has undergone profound changes. Due to the facilitating effect caused by the tide of economic globalization and China's entry into the WTO, ports and watercrafts are following large-scale trend, the number of large-scaled reclaim land from sea projects has increased a lot, water environment protection and standing development have enjoyed popular supports, dredging industry has gained unprecedented progress after overcoming diversified challenges. With the rapid development of China's economy, domestic dredging market has shown unprecedented prosperity. The great dredging market demand and the end of protection period of dredging industry after entry into WTO caused intensified competition. Under such a specific historical conditions, as for the CCCC Tianjin Dredging Co. Ltd. (hereinafter referred to as TDC), as an oldest domestic large-scale dredging enterprise with 110 years history, how to get hold of opportunities, enhance its competitiveness and achieve sustained, rapid and healthy development is a significant and far-reaching issue for all TDC personnel. By using many researching methods, like literature, observation, models and etc., this paper has made in-depth analysis on the status quo and future development trend of dredging industry. Besides, it has deeply and comprehensive review to TDC’s internal and external competition environment by using strategic management tools, so as to estimate the competition position of TDC. In addition, this paper gives attention to the common un-thorough understanding of domestic companies to company vision, mission and values and so on, makes comparatively detailed analysis and elaboration on above contents and their meanings. Basis on this, bring forward TDC’s development strategies and competitive strategies. Particularly, with regard to the competitive strategy, proposed the leading strategy on costs, market, equipment, technology, personnel, management and raised the implementation measures on each of competitive strategy combined with the TDC’s actual situation. This paper is intended for research on the core questions concerned with TDC’s survival and development, like “What kind of enterprise it want to be?” , “What is its pursuit?”, “What kind of path it should follow?” and “How to keep and create its competitiveness?”. This paper has provided specific answers to these questions. Hence, the research results have comparatively high practical value and are helpful for determining TDC’s job focus, studding its future development directions. When other paper made research on strategy implementation, they always talk in generalities on organizational change, corporate culture, human resources and etc. However, this paper closely connected with TDC’s reality, proposed detailed implementation plans and measures for each of the 6 leading competitive strategies. So it is more concrete and practical for TDC. Based on this, this paper has certain reference value for better understanding of its current development situation, further analysis on enterprise status and overall strategy selection for both TDC and other dredging domestic enterprises.
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