勘察设计论文：SDC设计院竞争战略分析.doc

勘察设计论文：SDC设计院竞争战略研究【中文摘要】SDC设计院成立于1959年,在过去的50多年中,SDC设计院由计划经济下的事业单位,逐步发展为独立自主、自负盈亏、积极参与市场竞争的法人单位,企业规模和盈利能力都取得较大的发展,成为国内业界具有一定实力的勘察设计单位。但发展中也存在一些问题,例如：企业组织结构不能满足现代化工程公司的发展需要；企业文化需要改善；市场开发、人力资源管理、项目管理、质量管理等。面对日益激烈的市场竞争,SDC设计院必须制定切实可行的竞争战略。从SDC设计院的外部环境看,我国正处于全面建设小康社会的关键时期,社会主义新农村建设稳步推进,工业化、信息化、城镇化、市场化、国际化加速发展,由于勘查设计行业直接服务于我国的经济建设,处于固定资产的前端,对固定资产的形成具有决定性作用。国民经济的快速发展,固定资产投资持续增长,为SDC设计院提供了的服务领域和机会；但随着勘察设计行业的改制重组,国内勘察设计市场逐步成熟；国际知名勘查设计公司也趁着WTO保护期的结束,纷纷登陆中国,勘察设计行业竞争日趋激烈；这也给SDC设计院的外部环境带来严重的挑战和不确定性。从SDC设计院的内部条件看,SDC设计院经过近几年的快速发展,抗风险能力显著增强,技术力量较为雄厚,人员素质较高,在社会上树立了较好的信誉,但在经营机制、管理水平、业务创新能力等方面仍存在不足。本论文将以战略理论为指导,运用SWOT等方法深入分析影响SDC设计院企业经营发展的关键因素,提出了SDC设计院竞争战略：差异化竞争战略。公司服务产品种类的差异性,液化天然气作为清洁能源,在国内刚刚兴起,与总公司发展战略相符合,SDC设计院应该把液化天然气工程作为重点业务,积极承揽总公司内部液化天然气工程；服务质量的差异性,建立顾客导向的服务体系,将服务内容向前、向后延伸；市场开发的差异性,利用总公司协调发展的政策优势,大力开发总公司内部市场。围绕竞争战略提出实施战略的保障措施：优化公司组织结构,适合工程公司发展要求；以人为本,创新企业文化；加强人力资源管理；加强质量管理；加强科技创新,突出产品和服务的差异性；重视市场开发；加强项目管理；转变服务观念,提高服务水平等。通过以上措施,增强SDC设计院核心竞争力,把SDC设计院建设成为国内知名的工程公司。【英文摘要】SDC design institute was founded in the year 1959. Over the past 50 years, the institute has been developed gradually from a public institution under planed economy into an independent enterprise which assumes sole responsibility for its profits & losses and participates actively in market competition. With great improvement both in business scale and profitability, SDC is now acting as a powerful competitive enterprise in the exploration & design field. Although SDC has achieved a lot on her developing way, many problems, such as unfit OBS, incomplete enterprise culture and the in out-dated management modes in marketing, in human resource management, in project management as well as quality management all of which hinder the further development for SDC towards modern engineering company. Facing the ever-fiercer market competition, SDC shall carry out practical strategy scheme.From the view of external development environment of SDC, China is in the critical period during which the strategy of bring China into a moderate prosperity in a well-rounded way is implemented comprehensively and the progresses of industrialization, urbanization, mercerization and internationalization are speeding up. Since the industry of exploration & engineering design which service directly the national construction is on the front-end of fixed-capital investment, so it is the decisive factor in the formation of fixed-capital. Lots of business opportunities have offered to SDC by the rapid development of national economy and the continuously increased capital investment. But with the protective period of WTO being ended, more and more overseas engineering company are granted to run business in China, so fierce challenges, violent competition and more uncertainty occur on the developing way of SDC. From the view of internal conditions of SDC, over the past years of rapid development, the capacity of risk withstanding has been obviously enhanced, the technology competitiveness has been improved and the overall quality of staff has been raised, and good reputation has been built in the industry field. However, for SDC there are many defects existing in the business mechanism, in the management mode and in the innovation system.In this paper, with SWOT analysis approach being applied, basing the related strategy theories, the feasible competition strategy of SDC is discussed. And the following strategies are recommended:The differentiation competitive strategy shall be applied by SDC. Via service product differentiation tactics, SDC shall focus on the LNG engineering field and work hard for contracting the LNG works which are to be awarded in the internal market of the Group Company. Via service quality differentiation tactics, SDC shall build a customer-oriented service system expanding and extending service function. Via marketing differentiation tactics, making full use of policy support from the Group Company, SDC shall emphasize the internal market development.Moreover, the specific support measures for such differentiation strategy are also discussed. Those measures include optimizing the OBS, strengthening Cultural Construction, improving Human Resource Management, enhancing Quality Management, advancing Technology Innovation, extending the Market Development, promoting project Management and improving the Service Management. Those support measures are conducive to SDCs core competence, and only the power of core competence being greatly promoted can SDC become the first class engineering company in the industry field.【关键词】勘察设计 战略管理 竞争战略 差异化战略【英文关键词】Survey & Design Strategy Management Competition Strategy Differentiation Strategy【目录】SDC设计院竞争战略研究摘要8-10ABSTRACT10-111 导论12-191.1 研究背景和研究意义12-131.2 研究的思路和框架13-141.3 研究方法14-151.4 研究工具15-171.5 创新点17-192 理论综述19-262.1 企业竞争战略理论19-212.2 波特竞争战略理论概述21-222.3 三种基本竞争战略比较22-263 SDC设计院外部环境分析26-373.1 一般外部环境26-293.2 产业环境分析29-353.3 SDC设计院主要竞争对手分析35-374 SDC设计院内部环境分析37-454.1 SDC设计院情况概述37-384.2 组织现状38-394.3 人力资源39-404.4 科技创新40-414.5 装备水平414.6 市场开发41-424.7 项目管理424.8 质量管理42-434.9 主要财务数据43-455 SDC设计院SWOT分析及基本竞争战略选择45-515.1 SDC设计