摘要
摘要
随着国家重大战略“一带一路”倡议的深入实施，依托独特的区位优势，
云南省后发优势逐渐显现，“南亚东南亚辐射中心”建设正在稳步推进，对外
开放和区域发展格局不断完善，特色的现代产业体系正在积极培育，新的经济
增长点正在形成，云南省未来市场潜力巨大。
自 2014年 12月成立以来，ZJ昆明公司立足昆明、辐射云南，在大城市、
大交通等领域实施土地一级整理、回迁房建设、房地产开发、市政道路建设、
高速公路建设与运营等多类型多板块项目。在获得良好的经济效益、商业信誉
和社会效益的同时，ZJ昆明公司也奠定了坚实的转型升级基础。为进一步精准
对接市场诉求，ZJ集团决定将 ZJ昆明公司从三级项目公司提升为独立发展的二
级实体投资平台公司，着力加强区域投资公司的投资引领功能，解决长期以来
困扰 ZJ昆明公司的功能定位、运行机制、管理能力和资源配置等方面的机制短
板和发展障碍。因此 ZJ昆明公司未来的竞争战略制定就显得迫在眉睫，也成为
公司的重要研究课题。
本文以 ZJ昆明公司从项目公司改革为 ZJ集团二级实体化投资平台的转型
升级为案例，通过深刻学习竞争战略等理论，进而分析外部环境、行业环境、
得出所面临的外部的机遇和挑战，在分析公司内部资源的基础上得出内部优势
和劣势，然后通过 SWOT竞争战略分析工具、QSPM方法进行战略评价，得出
ZJ昆明公司需选择差异化发展战略。
结合 ZJ昆明公司的实际情况，ZJ昆明公司需要从投资业务方向、大城市投
资板块、大交通及江河湖海板块、资产运营板块、新基建板块、新能源板块等
六个方面实施差异化战略，通过重构公司职责、完善组织架构及人员设置、构
建完善的市场经营体系、构建完善的投资管控体系、加强产融结合、加强企业
文化建设等方面予以支持，以确保差异化战略得以顺利实施。
关键字：ZJ昆明公司；竞争战略；差异化战略
I

Abstract
Abstract
While the national major strategy "One Belt and One Road" initiative is being
implemented in depth, relying on the unique location advantages, Yunnan province's
advantage of being a backwardness is gradually emerging, the construction of "South
Asia and Southeast Asia Radiation Center" is developing well, the opening up and
regional development pattern is constantly improving, the characteristic modern
industrial system is actively cultivating, new economic growth points are forming,
Yunnan Province's future market potential is huge.
Since its establishment in December 2014, ZJ Kunming Company has based in
Kunming and radiating to Yunnan, has carried out multi-type and multi-block
projects in major cities and transportation fields, such as land consolidation, housing
construction, real estate development, municipal road construction, highway
construction and operation. While obtaining good economic benefits, business
reputation and social benefits, ZJ Kunming Company has also laid a solid foundation
for transformation and upgrading. In order to further accurately meet the market
demands, ZJ Group decided to upgrade ZJ Kunming Company from a third-level
project company to a second-level entity investment platform company with
independent development, focusing on strengthening the investment leading function
of regional investment companies and solving the mechanism shortfalls and
development obstacles in the aspects of function positioning, operation mechanism,
resource allocation and management levels that have plagued ZJ Kunming Company
for a long time. Therefore, the formulation of ZJ Kunming's future competitive
strategy is imminent and has become an important research topic for the company.
This paper takes the transformation and upgrading of ZJ Kunming Company
from the project company reform to the secondary materialized investment platform
of ZJ Group as a case, analyzes the external environment and industry environment,
obtains external opportunities and challenges, and obtains internal advantages and
II

Abstract
disadvantages on the basis of analyzing the internal resources of the company. Then
through SWOT competitive strategy analysis tool, QSPM method for strategic
evaluation, it is concluded that ZJ Kunming Company needs to choose differentiated
development strategy.
Combined with the actual situation of ZJ Kunming Company, ZJ Kunming
Company needs to implement differentiation strategy from six aspects: investment
business direction, investment in big cities, transportation and river, lake and sea
sectors, asset operation sectors, new infrastructure sectors and new energy sectors. To
ensure the smooth implementation of differentiation strategy, the company should be
supported by reconstructing corporate responsibilities, improving organizational
structure and personnel setting, constructing a perfect market operation system,
establishing a perfect investment management and control system, strengthening the
combination of industry and finance, and strengthening the construction of corporate
culture.
Key words: ZJ Kunming Company、 Competitive strategy、 Differentiation
strategy
III
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