伴随着我国城镇化发展走向成熟阶段，城镇建设开始逐渐向人性化、 精细化的高品质发展模式转变，规划行业整体上也逐步从增量规划向存量 提升、增存并重、量质结合的方向发展。2019年国土空间规划体系的建立 以及一系列政府机构改革将规划行业的转型历程推至高潮，并随之引发了 规划市场的一系列巨大变革，市场竞争环境愈发激烈、复杂。无论是长期 的积累还是短期的阵痛、是当下的突变还是未来的趋势，面对这样的战略 转折点，所有规划市场参与者都需要重新审时度势，寻找到适合自身发展 的竞争战略路径，以确保在这场竞争战中不被淘汰。 HL设计公司是G省一家具有城乡规划甲级、土地规划乙级资质的规划 设计机构，其业务发展水平在G省名列前茅，在全国属于中等偏上的水平。 城市设计所是HL设计公司旗下最年轻的生产部门之一。城市设计所以城市 设计作为其核心业务，员工专业背景涵盖了城乡规划、土地资源管理、建 筑、景观等多个方向，发展潜力很大。 本文应用竞争战略的相关理论和方法，对HL设计公司城市设计所竞争 战略的选择和制定展开了深入详实的研究分析。文章首先借助PEST分析、 波特五力模型等方法，对城市设计所目前所处的宏观环境、竞争环境、行 业趋势等外部环境进行解读，指出城市设计所的整体发展符合并适应了当 前各类宏观环境要素，但相关竞争要素则对城市设计所的业务发展产生了 一定侵占与压迫；同时，探讨了城市设计所在组织、财务、实物和人力方 II 面的资源水平，并针对其拥有的优势和潜力、面临的问题和成因等内部条 件进行分析总结，认为城市设计所拥有的资源能力已较为完善成熟，但也 存在着新生部门常见的一系列问题；基于内外部环境条件分析得出的结论， 文章运用SWOT分析方法开展战略组合与匹配，明确城市设计所的发展目标， 研究制定出以差异化战略为主的实用型竞争战略，并对战略实施的具体内 容进行了详细的分析和阐述，包括了定制化服务、新技术应用和整体服务 商三个方面。最后，从业务、技术、文化和财务等方面提出了为确保城市 设计所竞争战略能够有效落实的一系列保障措施。 关键词：规划行业 HL设计公司 城市设计所 差异化竞争战略 III RESEARCH ON COMPETITIVE STRATEGY OF URBAN DESIGN INSTITUTE OF HL DESIGN COMPANY ABSTRACT With the development of China's urbanization to the mature stage, urban construction began to gradually change to the high-quality development mode of humanization and refinement, and the planning industry as a whole has gradually developed from incremental planning to the direction of stock upgrading, increasing storage and combining quantity and quality. The establishment of land and space planning system and a series of government institutional reforms in 2019 will push the transformation process of planning industry to a climax, and then lead to a series of huge changes in the planning market, and the market competition environment is becoming increasingly fierce and complex. No matter long-term accumulation or short-term pain, current mutation or future trend, facing such a strategic turning point, all planning market participants need to reevaluate the situation and find a competitive strategic path suitable for their own development, to ensure that they will be not eliminated in this competition. HL design company is a planning and design institution with urban and rural planning grade A and land use grade B qualification in G province. Its business development level is among the top in G Province, and it belongs to the medium level in China. Urban Design Institute is one of the youngest production departments of HL Design Company. Urban design is the core business of Urban Design Institute. The professional background of employees covers urban and rural planning, land resource management, architecture, landscape and other directions, with great development potential. Based on the theories and methods of competitive strategy, this paper makes a detailed research on the selection and formulation of competitive strategy of HL Design Institute. First of all, with the help of PEST analysis and Porter's five forces model, this paper interprets the external environment of Urban Design Institute, such as macro environment, competitive IV environment, industry trend, etc., and points out that the overall development of Urban Design Institute conforms to and adapts to various macro environmental factors, but the relevant competitive factors have a certain occupation and oppression on the business development of Urban Design Institute This paper discusses the resource level of urban design in terms of organization, finance, physical and human resources, analyzes and summarizes the advantages and potential, problems and causes of urban design, and concludes that the resource capacity of urban design is relatively mature, but there are also a series of common problems in new departments In conclusion, this paper uses SWOT analysis method to carry out strategic combination and matching, clarify the development goal of Urban Design Institute, research and formulate practical competition strategy based on differentiation strategy, and analyze and elaborate the specific content of strategy implementation in detail, including customized service, new technology application and overall solution service provider. Finally, from the aspects of business, technology, culture and finance, this paper puts forward a series of safeguard measures to ensure the effective implementation of the competitive strategy of Urban Design Institute. KEY WORDS: Planning Industry；HL Design Company；Urban Design Institute；Differentiated Competition Strategy V 目 录 摘要 .................................................................. I ABSTRACT .............................................................. III 第一章 绪论 ............................................................ 1 1.1 研究背景 ............................................................. 1 1.2 研究目的及意义 ....................................................... 2 1.2.1 研究目的 ............................................................ 2 1.2.2 研究意义 ............................................................ 2 1.3 相关研究和评述 ....................................................... 2 1.3.1 国外竞争战略相关研究 ................................................ 3 1.3.2 国内竞争战略相关研究 ................................................ 4 1.3.3 国内外相关研究评述 .................................................. 5 1.4 研究方法、内容框架和主要创新点 ....................................... 6 1.4.1 研究方法 ............................................................ 6 1.4.2 研究内容与框架 ...................................................... 6 1.4.3 主要创新点 .......................................................... 8 第二章 城市设计所外部环境分析 .......................................... 9 2.1 宏观环境分析 ......................................................... 9 2.1.1 政治因素分析 ........................................................ 9 2.1.2 经济因素分析 ....................................................... 10 2.1.3 社会因素分析 ....................................................... 14 2.1.4 技术因素分析 ....................................................... 15 2.2 竞争环境分析 ........................................................ 16 2.2.1 潜在竞争者分析 ..................................................... 16 2.2.2 供应商分析 ......................................................... 16 2.2.3 客户分析 ........................................................... 17 2.2.4 替代品分析 ......................................................... 17 2.2.5 同行业竞争者分析 ................................................... 18 VI 2.3 行业趋势分析 ........................................................ 20 2.3.1 当前行业现状分析 ................................................... 20 2.3.2 同类企业新生部门运作分析 ........................................... 21 2.3.3 行业发展要求分析 ................................................... 23 2.4 小结 ................................................................ 26 第三章 城市设计所内部条件分析 ......................................... 27 3.1 HL设计公司发展概况 ................................................. 27 3.2 城市设计所资源分析 .................................................. 27 3.2.1 组织资源 ..............................................