Research On Development Strategy Of China Railway 14^th Bureau Group

At present, the construction industry market in China is developing rapidly with increasing market competition. The construction enterprise development environment has undergone tremendous changes, facing many opportunities as well as many challenges. As a state-owned large-scale comprehensive construction enterprise, China Railway 14th Bureau Group is also facing the same problem. Therefore, in order to maintain stable and healthy development of enterprise in the fierce market competition, the only way is to formulate suitable development strategy and to enhance the core competitiveness of enterprises.In order to formulate the development strategy better, this paper, through reading, summary and analysis of related literature domestic and abroad, systematically introduced the different views of genres of strategic management and summarized the various characteristics, expounded the theory of corporate strategy and construction enterprise strategy theory, and studied the construction enterprise strategic management research from many scholars, which have laid a solid theoretical foundation for the strategy development. In this paper, the national macroeconomic environment, political environment, technological environment and socio-cultural environment and the external environment of China Railway 14 Bureauare analyzed, the company overview, resources, management ability and other internal conditions, are introduced to summarize the market competitiveness of China Railway 14 Bureau.Through the comprehensive analysis, evaluation of the external environment and internal conditions as well as the specific SWOT analysis of China Railway 14 Bureau, it is shown that opportunities outweigh the challenges, internal advantagesare obvious, but there are also insufficient, thereforethe growth-type development strategy is chosen with a specific strategic goal as "pro-growth, expediting industrial upgrading" as the main line, focus on diversity, high-end leads, integrated operation, echelon transformation, to become the leading domestic and internationally operational high-value creative construction group. The enterprise development goal is determined, i.e. by Thirteen Five Planning Stage, the target output value reaching 54 billion Yuan, the production value profit margin at 3.7%, employee income target at an annual growth rate of 10%-12%", and the structural adjustment objective and other objectives are determined, so that by then the company will become the leader in the CRCC system (or in the two large railway construction enterprise systems). The second step is to become the benchmarking enterprise of the domestic construction industry until the end of "Fourteen Five Planning Stage"Finally, this paper presents the focus of strategy supporting measures, including improving organization and marketing system, enhancing the level of human resources management, strengthening technological innovation, and strengthening corporate culture, which will ensure its strategic measures implemented smoothly.This paper gains some theoretical and practical significance. In theory, it elaborates the genre and the basic theory of strategic management, analyzes and summarizes the development situation of China’s construction industry, which has a certain reference to domestic construction enterprises.Practically, this paper is helpful for enterprises in identifying the current opportunities and challenges, finding the weaknesses of their own, and thus making the develop strategy suitable for their own by taking advantage and avoiding weaknesses. On this basis, the study will help enterprises determining the long-term development direction, and position them in the fierce market competition and make them enhance profitability by effective business strategies.