Research On Organizational Change Strategy Of State-owned GC Company Under De-monopolization Policies

Sand and gravel aggregate are the most consumable,indispensable and irreplaceable base material for infrastructure projects,such as building construction,road construction,and bridge construction.Since the reform and opening-up,China’s aggregate industry has made great progress in the development from the traditional extensive industry to the large-scale and industrialized one.China has become the world’s largest producer and consumer of machine-made sand and gravel,with an annual output of up to 20 billion tons,accounting for 50% of global output.With the ending of the 13 th Five-Year Plan and the beginning of the 14 th Five-Year Plan,China is stepping into the peak period of construction,which will greatly stimulate the market’s demand for construction-use sand.Affected by the depletion of natural river(lake)sand resources and the increasingly stringent environmental protection constraints,it has become a general trend that machine-made sand is an effective supplement to natural river(lake)sand and would gradually be the replacement.China’s construction sand supply chain was dominated by river sand before 2010,after which machine-made sand took the lead.By 2018,machinemade sand had accounted for about 70% of the total.This article,based on an in-depth investigation of GC Company,a local state-owned river sand and gravel management company in Nanchang,uses the questionnaire method trying to analyze the entrepreneurial development process of GC Company,so as to investigate the impact of de-monopolization policies and market environment changes on the company itself,and explore how the company achieves organizational changes and improves the ability to respond to market changes.GC company has been founded for nearly 8 years,with the continuous development from the scratch to a company with certain brand influence nationwide.By taking GC company as an example to study its development status,this article is expected to understand what methods state-owned enterprises would use to break through the bottleneck in dealing with the de-monopolized market,hoping to provide helpful implications for state-owned enterprises to conduct organizational changes.The subject of this paper objectively describes the development background,development status and market competition of GC company By applying the interview and questionnaire method to acquire the problem that GC company is facing during development,by applying the case-study method to compare with the successful experiences of the organizational change in the power industry,the article suggests to make organizational changes in terms of employee incentives,marketing,and strategic investment,in order to achieve the goal of breaking through the bottleneck of enterprise development.