Research On Developing Strategy Of China Railway Tenth Group

China Railway 10 Bureau Group Corporation, as an large state-owned enterprise of construction, since its inception in 2004, has a large number of projects contracted in railway, highway, municipal, airport, real estate, subway and light rail and other urban areas, now grows into a large-scale building construction enterprise mainly in project contract, cross, cross-business and multi-functional. The significance of this paper is how to seize chances under international and domestic situation now and constantly enhance the core competitiveness to realize the ultimate long-term strategy.This paper analyzes the domestic and international economic situation, status of the domestic construction industry development, and then around the topics, this paper present the main·theoretical tool used in this article. Then in the five forces model, strategic management, business eco-system, PEST analysis models and "value chain" theory, we analyze the external environment, our status, trend of the construction industry, our capabilities, competitive structure, the company's own competitive resources and resource disadvantages.After the previous analysis, we make development strategy of "vertically integrated construction industry plus appropriate related diversification". International and capital operation is the most important. We also have aims in economic development, quality management, safety management, marketing, human resources development, industrial restructuring and other strategic objectives. To ensure the smooth realization of strategic objectives, we put forward methods in the corporate culture, organizational structure, quality, market, marketing, human resources development, technological innovation, information technology development and other seven areas of strategic methods. To these strategic objectives and strategic measures, we realize five areas of risk:the implementation process may lead to changes in the macroeconomic situation and reduced infrastructure investment, the state capital policy adjustment may lead to operational difficulties or inflation, exchange rate changes lead to increased costs of overseas projects, restructuring state-owned enterprises lead to changes in firm size and corporate internal control management system is implemented not in place. We put orward measures in controlling the implementation in order to ensure the strategic objectives.