GSCQ建筑公司安哥拉市场拓展战略研究

重庆大学硕士学位论文GSCQ建筑公司安哥拉市场拓展战略研究姓名：郑萱窈申请学位级别：硕士专业：工商管理指导教师：李世新20060301IGSCQGSCQGSCQPESTGSCQVRIOGSCQSWOTGSCQ·R·IFEEFESWOTGSCQIIABSTRACTWiththeintegrationoftheglobaleconomy,theinternationalengineeringcontractingmarkethasdevelopedrapidly.Theboundarybetweentheinternalmarketandtheexternalmarketisbecomingmoreandmoreindistinct.WiththeincreasinglyfastdevelopmentoftheglobaleconomyandthecontinuousimprovementofChina’sinternationalstatus,moreandmoreChinesecompanieshaveexpanded,areexpanding,oraregoingtoexpandtheirbusinessintheinternationalmarketinresponsetothe“goingout”strategyputforwardbytheChinesegovernment.Underthisspecialhistoricbackground,GSCQconstructionCompanymadetheinternationaldevelopmentstrategy.ThisdissertationisgoingtoestablishareasonabledevelopmentstrategyforGSCQbyusingthetheoriesandmethodologiesofstrategicmanagement.Thus,GSCQcangrasptheopportunitiesinthemarketandovercometheexternalenvironmentalchallenge.First,thisdissertationisgoingtoanalyzethemacromarketenvironmentofinternationalengineeringcontracting,whileconsideringthebusinessofChinesecompaniesintheinternationalmarketandtherelatedpoliciesoftheChinesegovernment,sothatthenecessityandrationalityforGSCQtoexploittheinternationalmarketcanbeconfirmed.Second,aimingattheAngolaengineeringcontractingmarket,thisdissertationwillanalyzethemicrocosmicenvironmentoftheAngolamarketwithPESTmethodandestimatetheconstructionindustrywithPorter’sIndustryCompetitionModelinordertomakecleartheexternalfactorsforGSCQtodevelopAngolamarket.Third,theVRIOmethodwillbeusedtoevaluatethevariousresourcesofGSCQ,includingthefinancialresources,organizationalstructure,property,technicalpower,humanresourceandreputation,etc.Basedontheoutcomeoftheaboveanalysis,SWOTmethodwillbeemployedtojudgethestrength,weakness,opportunityandthreatforGSCQtoexploitAngolamarket.Moreover,thematrixofinternalfactorsestimationandexternalfactorsestimationsetupbyFred·R·DavidisgoingtobeusedtosummarizetheresultsoftheSWOTanalysis.Finally,accordingtotheconclusionoftheabovementionedanalysis,thecompanyIIIstrategyandoperationstrategyforGSCQexploitingAngolamarketwillbebroughtforwardandtherelatedmeasureswillalsobechosentoguaranteethesuccessofthesestrategies.Keywords:DevelopmentStrategy,StrategicManagement,InternationalEngineeringContracting,MarketDeploitation111WTO[1]WTOGS2004(ENR)GS1312GSGSCQGSCQ2222.1StrategosClausewitz1965H.I.AnsoffH.Mintzberg·VonNewmanDlueck[2][3]Porter232.2202060196520[4]2080[5]2.2.1[6]24·202.2.219908090252.2.3[7]80809080SStrengthWWeaknessOOpportunityTThreats·[8]·——VRIOValueRarenessImitabilityOrganization[9]GSCQ2.3262.1[10]2.1Fig2.1ProcessofStrategicManagementGSCQ3733.1(ENR)20042251674.9200319.8ENR20034.35.1%20105.7412EPCEngineerProcureConstructPMCProjectManagementContractingEPCMEngineeringProcurementConstructionManagementBOTBuildOperateTransferBOOBuildOwnOperateBOOTBuildOwnOperateTransferTOTTransferOperateTransferPPPPrivatePublicPartnership[11]2004EPC33865%4,3.21985620031382004174.7238.4200326%35%[12]20041140.31562.9520%12004ENR22549200321040%2[13]2010370%EPC39131300Gasena420041150006484.840.6%228.364.025EPCBOT3.32001315”,[14]3.3.11950200314650174055310125034872221572682005914139220043100453113.3.2200061“”234(15)56BOTBOOBOOT720011011()()3123.4WTOWTOWTO1WTOWTO2WTOWTO3WTOWTO45313WTOWTOWTOWTOWTO[15]3.5GSCQ[16]GSCQ12331443[17]5GSCQ20041020GS35GSGSCQGSCQ315GSCQGSGSCQGSCQ4164198311227200220GSCQ4.1()1650224.1.1148215761884188519221951“”20506019751151311111·19915311992892002222442741720044.1.220022004177721712530040%200161.810.8%2003952001820016.1%:7.51.85.72750,1350,(),()907538—,()(1993)9—13,2770,60,24000,2121997,,32,,,418()302001,0.4%20050.8%20102.5%20155.45%200290%200235.211.46.85.315.010.59.25.04.3%200210198311219831121984619881019891220015200018.7618.420.344.1.3200515001049%13%:()5019991.5199563401.21.220020.403%161419453.75.12001274‰20036821008.6%4.1.48200123%——4.2·20701980S-C-P[18]4.1/4.1Fig4.1IndustryCompetitionModelofPorter,M.E..4204.2.12002GSCQGSCQ4.2.282322135421GSCQ4.2.3CMConstructionManagementApproachFastTrackCMCMGSCQ4.2.44222006504.2.55GSCQ235GSCQ5.1GSCQGSCQZJGSCQJGGSCQYJCQYJ1998926000ZJGS51CQJG28.05GSCQYJ20.9520014000ZJGSGS10000GS67CQJG20GSCQYJ13255.2GSCQVRIO1959·[19][18][20]5.2.115GSCQ24GSCQ5.15.1GSCQTable5.1CreditofGSCQinRecentThreeYears3200283501700280012850200364002800200011200200412150195040001810012GSCQ5.25.2GSCQTable5.2IncomeofGSCQinRecentThreeYears200220032004965501707.691311665796.941625556627.253902724131.8899.11%198569.219110.96——207680.170.01%10046577.904828.00——10051405.900.26%2497571.773722659.646451069.0812671300.490.32%1144958.902044017.432177587.525366563.850.14%1538482.271261971.263895656.156696109.680.17%980927867.741318708384.231638080940.003937717191.97100%GSCQ2002200499.115GSCQ253GSCQ5.35.3GSCQTable5.3ProfitofGSCQinRecentThreeYears200220032004965501707.691311665796.941625556627.2522.85%19286887.8320520158.0123004186.658.40%15517044.6413695788.2015182408.26-1.75%14.5514.86%13.46%——11.7%9.92%8.88%——22.858.40%15005.2.21GSCQGSCQ200450285.15GSCQ265.1GSCQFig5.1OrganizationalStructureofGS