上海现代华盖建筑设计有限公司第二个三年发展战略规划

上海交通大学硕士学位论文上海现代华盖建筑设计有限公司第二个三年发展战略规划姓名：胡俊泽申请学位级别：硕士专业：工商管理指导教师：陈继祥200506111082001CRMTHE2ndTHREE-YEARDEVELOPMENTSTRATEGYOFSHANGHAIXIANDAIHUAGAIARCHITECTURALDESIGNCO.,LTD.ABSTRACTShanghaiXiandaiHuagaiArchitectureDesignCo.,Ltd.isthesubsidiaryofShanghaiXiandaiArchitectureDesignGroup,whichranksthe108thgloballyinthisfield.Itreorganizedin2001.Afterseveralyears’quickdevelopment,becauseofitsvaguestrategy,theinternalmanagementmodecannotcatchupwithitsdevelopmentdemand.Thecompanyencounteredmanybottleneckstoconstraintitsdevelopment.Soitisnecessarytoworkoutanewstrategyplanbasedonthefirstthree-yearstrategy,tomakesomestrategicadjustmentonsomekeyinternalmanagementpositionsandthemarket,andtoeliminatethoseobstacles.ThispaperfirstlyanalyzesthemacroenvironmentofChinaeconomyandarchitecturedevelopment,withbothopportunityandbigchallenges.XiandaiHuagaiCompanyhopestobeoneofthemostfamousdesignentitiesinChina,soitdefinitelyfacesvariouschallengesfromabroadandathome.Byusingthetoolof“Porter'sFiveForcesAnalysis”,itisfoundthatmediumtolow-endmarketdoesn’thaveintensivecompetitionandthethresholdisnotveryhigh,whichcausesmanypotentialentitiesenterinthisfieldwithlowcost.Moreover,themediumandlow-enddesignrequireslowtechnology,thebuyer(explorer)alsohassometechnicalbackground.Sotheyareverygoodatbargain.However,intherecentlytwoyears,withmacrocontrolbythegovernment,therequirementsofservicesprovidedbythesurvivedpropertysupplierbecomemoreandhigher.Therefore,thethresholdwillbeincreasedandtheentitiesalreadyinthisfieldwillgetmoreprofitandlesscompetition.Thecompetitionisonlyamongstrongsuppliers.Byanalyzingthecompanyinternally,theresourceandcorecompetencearediggedout.Thecompanyhasveryquickgrowthwithhighturnoverrate.HRmanagementdisjointstheXiandaicompany.Theorganizationmodethathelpedthegrowthofthecompanynowbecomesthedispute.Fortheexistingdifficulties,thispaperanalyzestheexternalindustry,environmentandinternalsituation.Itsetsupthedevelopmentstrategyoftheenterprise,implementsthecompetitionstrategyofputtingthebrandasthecoreandthroughoutthewholestrategicsystem.Byestablishingthebrandtocultivateitsculture,enhancingitspublicimageandutilizingwisdomresourcetomakethecorecompetition;establishgoodcustomerrelationship,confirmthelocalmarketanddevelopsurroundingoneaswell;takeCRMasthetheory,sortdifferentcustomers,focusoncustomersbringingmoreprofitforthecompanyandcultivatethecustomers’faithtothecompany.Theimplementationofthecompany’sstrategyisorientedbytheresourcereorganization.Tostructurethecompany’sXiandaiorganization,letproceduresguidethecompany’smanagementandmanufacturing.Establishhealthyhumanresourcestrategy,toensuretheimportanceofknowledgecapital.Acceleratetheimplementationoftheknowledgeinthewholesystem,andestablishaknowledgecontrolsystemandrelevantculture.Establishthecompany’sperformancereviewsystem,toensuretheeffectivenessofmonitoringthestrategyimplementation.Advertisethesharingofinformationinthecompany,whichwillvigorouslysupportthemanagementandimprovethecorecompetitiveness.KEYWORDS:valuableinnovation,competitionadvantage,organizationmode,performancereview;corecompetitiveness200561120056112005611MBA1……WTOGATSGenernalAgreementonTradeinServices2003GDP2001WTO5200619982001200520052007MBA2MBA31.11.1.1200619GDP1979-2004GDP9.6%200415.98781.917265093200440.746.25.4%13.12006228200520051823219.9%GDP5.59.6%2004GDP20051.4818920%GDP7.5%20102000(1)2005GDP1-1GDP25GDPMBA4GDP7.33%10.02%58.55%9.20%2.70%0.50%2.95%5.02%3.74%1-12005GDP(2)20051011MBA51.1.21)2)3)4)5)6)200820107)8)1.21.2.1MBA62004“”2831382531063580646210106131581575940104902704719.50%19.80%-3.40%21.50%21.40%12.60%11.00%28.10%29.70%21.90%25.30%8.64%8.23%7.44%5.86%5.89%4.94%4.47%4.24%3.93%5.37%4.66%02000400060008000100001200014000160001800019951996199719981999200020012002200320042005-10%-5%0%5%10%15%20%25%30%35%GDP1-2199520050%10%20%30%40%50%60%70%80%90%2000200120022003200420051-32000-2005MBA72005“”“”198419881989199019911995199619971998200471-219982004/GDP19952002520032004/GDP8%20051-3/GDP8.64%.,20051-4GDP22.37(1-1),25.06%,2.920.45,GDP7.91%9.51%0.45%2.92%9.68%52.39%9.69%7.46%1-420051-21-5200530.4%6.1%2005/GDP2006“”MBA82005“”“”20056“”60020032002“”72%200593%20051221“”------4053.2720100466.2657.79614.23577.12514.83901.241246.861175.46620.31551.86720.236.10%13.70%14.50%14.00%-10.79%-6.04%-6.62%30.40%17.80%41.10%15.78%14.42%13.32%12.53%12.13%13.64%12.76%22.67%18.93%15.65%18.28%020040060080010001200140019951996199719981999200020012002200320042005-20%-10%0%10%20%30%40%50%GDP1-519952005129200511708.310151.2.22005-200636MBA92004200520””200820101.2.32004200350%221420042649176212320042003200410029%199782.4%200448%20041-1,MBA101-120041762123929323215740236.98%5.22%5.28%13.17%8.91%2.27%1.31%126647796116829761216199996.15%4.82%5.39%7.71%9.60%1.57%0.78%21874112510671124104117364241045.14%4.88%5.14%4.76%7.94%1.94%0.48%8363350133601431639055476613171575749441724122383815.97%3.78%6.63%15.75%6.87%2.06%0.29%1-21)1-2543338772552000579127.19%43.90%26.02%2.90%19984985791227711143271324.71%35.37%32.10%7.82%347122)3)70%60%GDP2005150MBA112.5%45100WTO