建筑设计公司竞争战略工商管理研究

建筑设计公司竞争战略工商管理研究

来源:www.51fabiao.org作者:lgg发布时间:2018-05-13 19:40
本文是一篇工商管理硕士论文,工商管理硕士(MBA)的出现,使得中国教育与世界接轨。我国有两种硕士学位,一种为学术硕士学位,一种为专业硕士学位。
本文是一篇工商管理硕士论文,工商管理硕士(MBA)的出现,使得中国教育与世界接轨。我国有两种硕士学位,一种为学术硕士学位,一种为专业硕士学位。通常情况下所说的学术硕士学位是中国特有的学位系统,在国外并不存在学术学位一说。(以上内容来自百度百科)今天为大家推荐一篇工商管理硕士论文,供大家参考。
 
Chapter 1 Introduction
 
1.1 Research Background
As the "2014-2019 Chinese Green Building Design Market Assessment and InvestmentProspects Analysis Report" released by Chinese Industrial Information Network shows,the operating income of Chinese architectural design industry increased from 46.175billion Yuan in 2006 to 167.77 billion Yuan in 2012 and the average growth rate is43.85%. Operating income per capita increased from 183,000 Yuan in 2006 to 501,900Yuan in 2012 and the overall efficiency of the architectural design industry increasedsignificantly. In 2013, there were more than 4,500 architectural design enterprises inChina, among which the number of architectural design enterprises with Grade ADesign Certificate is more than 1,600, accounting for only about 30 percent. Overall,the concentration ratio of the domestic architectural design industry is low, the marketshare of the architectural design unit in the industry is not high and in scattered state,and there is no large-scale enterprise which can dominate the domestic market structurein the industry.China’s architectural design market has been driven by the national investment in fixedassets significantly and both the development of the growth rate is closely related. Therapid growth of fixed assets has brought great market demand and opportunities to thearchitectural design market. The development resistance of the architectural designindustry in more than 10 years is small and the development trend is smoother. It formsthe extensive development model and pursues the low cost, large scale and high speedwith large-scale enrollment. It wins by the size of the design team. The expansion of thedesign business makes many design units more concerned about the current interestsand the industry's unprecedented prosperity covers the fundamental reason whichimpacts the sustainable development of the design industry.
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1.2 Research Questions
Although J was established a long time ago and made some achievements along withthe prosperity of the market environment, but it failed to seize the golden period in therapid growth of China’s construction industry. In the development process of more than30 years, its rank became in the leading position in the market segment field of thehigh-end star hotel and industry stores (such as lighting shopping malls, furnituremarket, fabric market, etc.). But its overall development lever is far below thedevelopment level of the industry, the size of the staff does not significantly expand andthe charging standard of design fees is clearly inconsistent with the strength of thecompany.The company's internal problems are not single but are relevant with each other. Theproblems, such as the company's current staff turnover rate is high, the setting of thetalent team is unreasonable and the charge of design fees is cheap, are only superficialappearance. When analyzed deeply, we can find that the root cause of the problems isthat the company did not develop a reasonable and feasible competitive strategy. Theextensive management model since always and the strategic layout relying on low-coststrategy for competition is where the mistakes come from.Facing the current dilemma, J must change the original competitive strategy as soon aspossible, adjust the future development model, make full use of the internal andexternal advantages to integrate the resources and seize development opportunities.
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Chapter 2 Literature Review
 
2.1 Clarification of Key Concepts
Architectural design can be defined as follows: according to the design objectives, theproject designers establish a detailed plan for problems that may occur during theconstruction in forms of documents and drawings before the project is started. And thusthe whole project can completely present the idea of the architectural designer and beaccomplished within the budget. As a result, demands of all parties involved in thisproject can be met.The architectural design industry leads in converting the fixed asset investment intopractical productive forces. At present, almost all of the construction projects in Chinaare in need of technical consulting services provided by architectural design enterprises,such as feasibility study, engineering survey and design, urban planning, architecturaldesign, landscape and decoration design.The Chinese words “Zhan Lue” (Strategy), the ancient pronunciation of which is “TaoLue”, derived from the military matters, referring to the plan and discretion of thewhole war. Master Sun’s Art of War is regarded as the first book on the plan andguidance for wars. Now the word “Zhan Lue” has been extended to the fields of politicsand economy, generally referring to strategies and solutions adopted to manipulate thesituation in political or economic wars.Ansoff firstly published a book on strategies in 1965, The Corporate Strategy, whichwas the starting point of researches on theories of modern enterprise strategymanagement. He put forward that the corporate strategy was a series of crucial plansand actions for enterprises to achieve their objectives, and a series of operation andmanagement matters that combines daily decisions with long-term decisions.
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2.2 Analytical Tools
The PEST Analysis Method, generally used in corporate strategy management,comprehensively analyzes and concludes the enterprise’s external environment fromfour perspectives, namely politics, economy, social culture and technology, which helpsto make a more specific and beneficial decision and lay a solid foundation for the futurecorporate development. When operations of an enterprise highly accord with therequirements of its macro environment, the enterprise will certainly gain a rapiddevelopment; otherwise, the enterprise may be eliminated from the market.Consequently, the analysis of macro environment is the most basic and crucial stepduring the decision of corporate competitive strategy.The VRIN framework was first proposed by Barney, who clearly pointed out in“Enterprise Resources and Sustainable CompetitiveAdvantage” published in 1991 thatextraordinary rental value can be obtained through “VRIN” resource, i.e., value,scarcity, difficulty in imitation and Non- substitutable models.In the VRIN framework, four questions are proposed according to a certain resource orcapacity of enterprises, and from answers of the four questions, it can be judgedwhether such resource or capacity can become a source of enterprises’ sustainablecompetitiveness. Only valuable and rare capacity that cannot be imitated and makesenterprises make full use of the four indexes is an enterprise’s core capacity. Besides,only this core capacity can help enterprises obtain lasting competitive advantage. Thefour questions are: value, scarcity, imitability and organization.
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Chapter 3 Case Description .....12
3.1 Brief Introduction to Architectural Design Industry ......12
3.2 Profile of J Company .............16
3.3 Development Challenges .......21
3.4 Summary ............22
Chapter 4 Case Analysis ..........23
4.1 External Environment Analysis .......23
4.2 Internal Environment Analysis ........29
4.2.1 General Resources ...........29
4.2.2 VRIN Analysis .......33
4.2.3 SWOT Matrix ........36
4.3 Summary ............40
Chapter 5 Suggestions and Implementation ..........41
5.1 Current Cost- Leadership Strategy.............41
5.2 Recommend Integrate Competitive Strategy of J Company....42
5.3 Implementation ............46
5.4 Other Supportive Implementations ............52
5.5 Summary ............55
 
Chapter 5 Suggestions and Implementation
 
Presently most of enterprises select their strategies in three forms: the first one is thatCost- Leadership strategy to increase profits by cutting down cost; the second isDifferentiation strategy, providing differentiated services or producing unique products;the third is Focus strategy, which concentrates its superior resources to seize specifictarget markets.
 
5.1 Current Cost- Leadership Strategy
The competition in architectural design industry has experienced three stages:The first stage features cost competition, in which low price wins, such as thecompetition in the 1990s. The property owners were very sensitive to design fees, soin the competition, the design companies attract clients with low prices;Then came the second stage after 2000, in which the skills are improved and propertyowners have higher requirement, the competition is on quality;The last stage features a design market where the supply exceeds the demand. Theexistence of a large number of architectural design companies makes the competitiontransfer to service. Architectural design companies involve themselves more deeply indesign industry chain than before.The property owners select designs of an architectural company more in considerationof its comprehensive ability. Price is no longer the most important deciding factor.With a gradually maturing design market, famous brands and the high-quality designand service they represent become more and more competitive;Besides, the operation of architectural design is developed on the basis of theintellectual activity of high quality staff. The labor cost takes about 20% ~ 30% of theoperating expenditure while fixed cost takes a less proportion. Every project is uniquebecause they have special humanistic, geographic, cultural, economic and otherfactors. So it is not likely to form standardized production. In the whole process ofdesign, construction, completion and acceptance, professional staff needs tofrequently communicate with the clients directly and provide face-to-face services forproperty owners, which all limits the possibility of scale economy.In this case, if J wants to lead by low cost, it has to give their staff salaries below theaverage salary in the industry, which will cause massive flowing away of employees.Analyzing from the above two aspects, Cost- Leadership is not feasible for J Company.
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Conclusions
 
In the process of rapid urbanization and under the holistically favorable circumstancesof social economic development, architectural design was catalyzed by outertremendous market opportunities. Currently, the Chinese architectural design companyonce again stand at a key historical turning point.A strong demand for an industry doesn't mean an appreciable gross profit rate. The lowconcentration in architectural design industry leads to a low price competitivelandscape among a large number of enterprises and the annually decrease of averagegross profit rate in the industry. In architectural design industry, the regionalcharacteristic is relatively obvious. Many factors, such the awareness of entrepreneurs,the capability of taking orders, high-end design capability, quality of constructorresources, and project comprehensive management capability restrict the developmentof most small and medium-sized construction and design enterprises, making it hard toexpand national market layout rapidly. All factor are essential reasons to affectarchitectural design industry future development.With collecting market data of architectural design industry, I completely andaccurately analyze the industry structure system from the view of mastering the wholeindustry. This dissertation mainly focuses on analyzing the background of Jarchitectural design industry; the development status, trend and prospect ofarchitectural design industry; Benchmarking Analysis in architectural design industry;as well as the political, Economic, Social and Technology analysis of architecturaldesign industry. Meanwhile, with comprehensive and specific first-hand market data,hope to help J architectural design companies grasp the market and development trendsof architectural design industry, so as to win competitive advantages from competition.J Company is facing drastic changes in the macro environment. Competition in themarket is getting fiercer. How to face it, and keep growing stably in the fierce markethas become a huge subject to companies.
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References (abbreviated)