华润建筑有限公司发展战略研究

上海交通大学硕士学位论文华润建筑有限公司发展战略研究姓名：燕现军申请学位级别：硕士专业：工商管理指导教师：田澎20050303EMBAIWTO2002SWOTEMBAIITOWSEPC/PMC/BTEMBAIIITHEDEVELOPMENTSTRATEGYOFCHINARESOURCESCONSTRUCTIONCORPABSTRACTTherapideconomicdevelopmentandincreasinginvestmentonfixedassetprovideanexcellentchanceforconstructionindustryinChina.However,thefurthercompetitiononthemarketisraisedbyjoiningWorldTradeOrganizationandtheconstructionlicensere-settlementforconstructioncompanyin2002.Underthecircumstancessuchastheundevelopedconstructionmarket,smallenterpriseaswellasimmaturemanagementskillinChina,thesuccessoftheconstructioncompanyliesontheimplementationofproperdevelopmentstrategyforstate-owned,privateandforeignenterprise.ThepaperfirstlybriefsthebackgroundandcurrentproblemsofCRCC.Followingisthecurrentstatusintroductionofeconomy,population,cultureandlawofChinaandtheanalysisonthedevelopmenttrendoftheconstructioninvestmentorganization.Theoverallstatus/tradefeaturesofconstructionindustryandbuildingmaincontractorsisanalyzed.UtilizingPorter’sFive-ForcesModelThestructureofbuildingconstructionindustryisanalyzed.Differentpartiesasclient,potentialcontractor,supplier,alternative,competitorarealsoanalyzed.Especially,basedontheanalysisofclients’changingdevelopmenttrendandpriorchoice,thefeaturesandabilitiesofstate-owned,private,foreigncompetitorsarerespectivelyanalyzed.ThepaperstatestheinternalresourcesandabilitiesofCRCC,analyzesthevaluechainandcompetitionindexofbuildingconstructionindustry.ThecompetitiveabilityofCRCCanditsbenchmarkcompaniesiscompared/analyzedutilizingCompetitiveProfileMatrix,thecorecompetitiveabilitiesofCRCCareconcluded.TheSWOTassessmentisadoptedinterpretingtheadvantages,disadvantages,chancesandrisksofCRCCcombinedwithitsfutureplanandstrategictarget.Thecompanyiscomparedwiththemarketintherespectofcost,differenceandprofessionalismandthedifferenceformcompetitorisadoptedascompetitionstrategy.Thestrategyisintentlyanalyzedinrespectofproductdifference,servicedifference,conceptdifferenceandtheadvantagesanddisadvantagesofindividualrespectispointedout.FoursparestrategiesareanalyzedutilizingTOWSMatrix.Thestrategiesareplannedforimplementation.Thecorrespondingmethodsinthethreeaspectsareprovidedtoimplementthestrategy.Furthermore,thepaperstatestherevolutionsinthebrandmanagement,operationmanagement,employeemanagement,managementstructureetc.asthefoundationofstrategyimplementation.EMBAIVThepaperisanintroductionofthedevelopmentstrategyofCRCCasafast-expandingmaincontractor.ThewriterhopesthattheresearchiscapableofarisingattentionsregardingtheconstructiondevelopmentstrategybyCRCC,CRCtopmanagementandotherconstructioncompanies.KEYWORDS:BuildingConstruction,MainContractor,DifferenceEMBA200533EMBA200534200533EMBA1194820005004002580%20015()25200120048.27.57.26.920012002EMBA22002200320043591)2)?3)EMBA32004GDP136515151989169098GDP2020(2000)152-12003551182308481813800200470073200325.8%2-1GDPGDP199334560.513072.361.83253.549.66.60199876967.228406.213.910061.910.26.63200089468.152917.710.312497.612.16.58200197314.837213.513.015361.622.96.552002104790.643499.916.918572.220.96.692003117252.055118.026.723084.024.36.982004136515.070073.027.1---2003EMBA4GDP19894.7%20036.9820%GDP409210720109000015000198911.2200313202014.8200340.5%2010482020602003GNP100015,20206520380085EMBA52019981984199720014200462003367036.62736.2200311EMBA62003920049EMBA7[1]200110420026.528.7%27.2%23000EMBA8126020041492313246219874449755.63-13-161429490711011778188101381487138145617718331121152818381031266136914923132462869.13%54.73%55.61%EMBA9[2]623-214971115758064753101001107909741201241777815859558599537227757213171389973.6%54.8%55.8%EMBA10200472131784.51050.5855.83-21978100199360.6%17.7%11.3%10.3%200337.3%14.2%13.7%34.8%3-33-3199313072.37925.92317.31476.21352.9199828406.215369.34192.23744.45100.3200355118205757807756319173199339.4200362.72003125-10EMBA11972000200371()[3]2004EMBA123-13-13%8%12%35%42%ShopingMall3-15EMBA13EPC(--)LUMPSUMBOTEMBA1412004200220842462219201040002WTOCEPA510034EMBA15EPC()DB()PMC()PM()55EPCEPCPMCEPCEngineeringProcurementConstruction1987PMCProjectManagementContractorEMBA16LUMPSUMLUMPSUMEPC[1984]123[1984]1575[1989]12220032[2003]30EPCEPCEPCPMCLUMPSUM20031018110EMBA177%102033-47.18585()11852003()3-4()()1585.811184.972231.541121.03181.871018.24141.65528.35109.82813.7682.0499.12780.21108.02873.82514.8971.24154.71069.61125.8111457.612037.18500EMBA185001998199992001200331995302002-0.6%20032090%103-582003821040501EMBA192003103-5182.9914248.4011346.3210443.8011536.206632.4010731.2022829.0030928.90151020.4425399.515154225140200292003629CEPA,WTO520042433-6EMBA203-6()EMBA214-11317724-1172131723236372463951146637592002CI20046CIEMBA22200320043010002004200130200432026181523642205255-103810-202320142374-14-2EMBA234-1261521424-238%23%14%0%5%10%15%20%25%30%35%40%5101020206S6S(numbersystem)(managementaccountsystem)(budgetsystem)(measurementsystem)(auditsystem)(managerevaluationsystem)6SEMBA24610653251020022003ISO9000ISO14001OHSAS18001200562002CBWDCombinedBuildersWorkDrawingCSDCombinedServicesDrawing12EMBA25200312600200491.5[