Research On Development Strategy Of CCCC Third Engineering Company

As one of the pillar industries of the national economy,the construction industry plays an important role in promoting employment,maintaining social stability and promoting economic development.According to the statistics of the Ministry of Housing and Urban-Rural Development,the total output value of the construction industry in 2021 reached 29.3 trillion yuan,2.1 times that of 2012;The value added reached 8 trillion yuan,accounting for 7% of GDP;More than 50 million jobs have been created.However,in recent years,the market environment of the construction industry has changed to a great extent.On the one hand,due to the impact of the novel coronavirus pneumonia,some small and medium-sized construction enterprises are facing serious survival and development crisis,and it is urgent to carry out the transformation of the business model.On the other hand,the rapid development of information technology represented by 5G,industrial Internet,Internet of Things and big data provides necessary conditions for the development of "intelligent infrastructure".Medium and large construction enterprises are facing new opportunities for transformation and upgrading.As a large central enterprise,the Third Engineering Company of the First Aviation Bureau of China Communications has exposed a series of drawbacks and loopholes in its development,such as increased financial risks,weak operation capacity and low efficiency of human resources management,which are closely related to the formulation and implementation of the company’s development strategy.This paper uses literature research and case study methods to summarize the problems existing in the company’s application and development,and uses SWOT analysis method to analyze the company’s environment and operation from four dimensions,namely,strengths,weaknesses,opportunities and threats.And it is concluded that the company’s current operation and development mode is relatively extensive,the market competition is fierce,the technical advantage is insufficient,the incentive system is not perfect.Based on the above problems,the paper argues that the third engineering company of China Communications No.1 Aviation Bureau should implement the diversified development strategy and overseas strategy at the company level,and implement the strategic alliance strategy and differentiation strategy at the business level,that is,focus on the traditional hydraulic industry and overseas business,go all out to develop municipal business,and optimize the main business structure continuously.Focus on hydraulic,municipal,highway projects,overseas business focus,management quality and efficiency to achieve a jump.Finally,in terms of the institutional guarantee measures for the development strategy,the paper holds that the company should strengthen the construction of organizational structure,establish a strategic management department,strengthen the construction of internal control system,improve the risk management mechanism,strengthen the construction of corporate culture,shape the enterprise brand,improve the incentive system,and improve the enthusiasm of employees.It is expected that the study of this paper can provide some reference for the adjustment of the development strategy of large and medium-sized central enterprises.