Research on the development strategy of Qingjian Group
Abstract
Since the country entered the new normal, the economic development situation has
been fast and stable, the process of urbanization has accelerated obviously, which add the
continuous market opportunities and development power to construction industry, the
pillar industryof the nationaleconomy. They alsobring theunprecedented fierce
competition.Theconstructionindustrywhichisatraditionalindustryhasthe
characteristics of relatively extensive management, high output value, low profit and high
labor density. In the present era dominated by intensive, high-efficiency, informatization
and intelligence, in order to achieve a high compatibility between long-term development
and the market demand, the transformation of the construction industry is extremely
urgent. Qingjian Group Co., Ltd. (hereinafter referredto as “Qingjian Group”) was
established in 1952. It is a local construction enterprise in Qingdao, mainly engaged in
domestic and international engineering contracting, and design consultation, financial
investment, logistics tradeand other diversifiedbusinesses. In the pastdecades of
development, although Qingjian Group has always been forefront of the industry, it also
suffer frombottlenecks suchas restrictedmarket expansion,unbalanced industrial
development, and financial pressures,etc in the face of changes in the market environment
and technologicalupgrading. Therefore,itis extremely necessarytoexplore new
development strategies from the upgrading of construction industry and the enhancement
of core competitiveness.
This research takes Qingjian Group as the object of study, based on the domestic and
foreign strategic management theories, to research the development strategies of Qingjian
Group. First of all, summarize the research situation at home and abroad, and briefly
describes the main theories and tools，which can be used as the theoretical basis of this
research. Secondly, PEST analysis model and Michael Porter's Five Forces Model are
used to analyze the external macro environment and industry competition environment of
QingjianGroup,andconcludethesituationsofpoliticalenvironment,economy
environment, social environment, technological environment and the roles of the five
forces in acompetitive environment. The internalenvironment of the enterprise is
analyzed from the basic situations, the key resources and capabilities, existing problems
and SWOT model. Then external factors evaluation matrix, internal factor evaluation
matrix and Quantitative Strategic Planning Matrix are used to further determine that the
strategic selection suitable for the future sustainable development of Qingjian Group
should befocused on multiplebusiness strategies. Onthis basis,put forward the
development strategic positioning and overall development strategic objectives of the
enterprise. That is to say, Qingjian Group needs to enhance the main business of the
general construction contracting industry, realize the diversified industries need to be
operated in an integrated way, and build the construction science and technology industry
platform with the whole industrial chain. The main contents of the development strategy
are expounded from business layer and functional layer respectively, along with the
concrete corresponding implementation paths. In order to fully achieve the strategic goals
actually, strategy implementation safeguard measures are proposed from five dimensions,
whichhelps theenterpriseto promoteindustrialupgrading actively,maintainits
competitive advantages in the dynamic marketing environment, consolidate the leading
position as well. Finally, strive to be solid, powerful, long-term operation and excellent.
The purpose of this research is to point out new ways and methods for Qingjian
Group to break the constraints in development, promote the core competitiveness, and
achieve innovative development. At the same time, it has certain guiding and reference
significance for other private construction enterprises to establish strategic management
thinking, broadenthe vision ofstrategic formulation, improvethe effectivenessof
strategy implementation and reduce the resistance to development.
Key words:Construction industry; Qingjian Group; Development strategy；
SWOT analysis
目录
第1章绪论···1
1.1研究背景和意义···1
1.1.1研究背景··1
1.1.2研究意义··2
1.2文献综述··2
1.2.1国外研究综述··2
1.2.2国内研究综述··4
1.2.3研究述评··7
1.3研究内容、方法与技术路线··7
1.3.1研究内容··7
1.3.2研究方法··8
1.3.3技术路线··9
1.4主要创新点··· 10
第2章相关概念和理论 ··· 11
2.1相关概念·· 11
2.1.1战略管理的概念··· 11
2.1.2企业发展战略管理的概念···11
2.2相关理论·· 12
2.2.1 PEST环境分析 ··· 12
2.2.2波特五力分析·· 13
2.2.3 SWOT分析 ··· 13
第3章青建集团外部环境分析 ·· 14
3.1宏观环境分析·· 14
3.1.1政治环境·· 14
3.1.2经济环境·· 15
3.1.3社会环境·· 17
3.1.4技术环境·· 19
3.2竞争环境分析·· 21
3.2.1行业内竞争者的竞争能力···21
3.2.2潜在竞争者进入的能力··21
3.2.3供应商的议价能力··22
3.2.4购买者的议价能力··22
3.2.5替代品的替代能力··24