G公司战略联盟研究

重庆大学硕士学位论文G公司战略联盟研究姓名：曾文涛申请学位级别：硕士专业：工商管理指导教师：熊中楷20060401I“”WTOGPESTG·GVRIOGGSWOTGGGGGGGGIIABSTRACTStrategicAlliancepointsoutthattwoormoreenterprises,forthepurposeofsharingresource,risk,costandsuperiority,reachcontractsorsharestockrighttobuildupstablepartnerrelation.Bothsideswilltakecooperativeactiontorealize“win-win”atlast.WithglobaleconomicsandjoiningWTO,ifconstructionenterprisesinChinafoundStrategicAlliance,theycanrealizescaleeconomies,reduceproductivecost,shareresourceandsuperiority,developnewmarket,keepindependent,improvequickly-respondentcapabilityandfinallygetcompetitiveadvantages.BasedonthefundamentaltheoryaboutStrategicAllianceandanalyticalmethodaboutStrategic,thisarticleusesGcompanyasobjecttodiscussthemotives,partnerselection,stabilityandguaranteemeasuresoffoundingStrategicAllianceinconstructionandinstallationenterprises.Inthearticle,thedefinition,types,motive,partnerselectionandstabilityofStrategicAlliancetheoryareanalyzedinthefirstpart.ItusesPESTmethodtodiscussthemacro-environmentofGcompanyandalsouses5-ForcesModelbyPorterMEtodiscussthecompetitivestructureofconstructiontradesandclearlyunderstandtheexterioropportunitiesandthreatsofthecompany.ItusesValueChaintheoryandVRIOframeworktoanalyzetheinternalresourceandcapability.PointsoutthestrengthandweaknessesfacedbyGcompany,throughStrategicAlliance,companiescanbecomemorecompetitive.ThetypesandcharacteristicsofStrategicAllianceofGcompanyarestudiedwhichcombinedwithanalysisofSWOTandthemotiveofStrategicAlliance.Furthermore,thehiberarchymodelofpartnerselectionisalsodiscussedherethroughevaluationindex.Atlast,baseonstableanalysisofstrategicalliance,itputsforwardsomeguaranteemeasuresGcompanyshoulddo.Forexample,itmustreadjustorganizationalstructure,improvecorecapability,buildsomesystems,suchasinformationsharingsystem,interestsdistributionsystem,trustandrestraintsystem,andstrengthenculturesynergy.ThisarticleisconnectedwiththepracticeofGcompany,ithasgreatrealisticmeaning.Atthesametime,itplaysaninstructiveroleinlong-termdevelopmentofGcompany.Itcangivereferencetootherenterprises'sestablishingandimplementingStrategicAlliance.Keywords:Strategicalliance,Gcompany,Constructionandinstallationenterprises1111.119809.8%199025%19801990500[1]1996199920138[2]50060[3]WTO1.2WTO12GGGG1.3GGVIORGGGGPESTGGGVRIOG13SOWTGGG1.1:1.1GFigure1.1ThebasicframechartofstrategicallianceofGcompany2422.12080DEC·()·““”()()[4]R&D[5][6][7]2080[8]25“”[9]“”2.2·(JayBarney)[10]50%2.3[11][12]26“”“”[13][14][15][15]2.4(Casson)[16]Sarkar[17][18]50%-60%()()2.127[19]“”“”[20]2.1Table2.1Thesoftandhardindexofpartner'sselection36%23%33%18%15%16%13%16%3%12%..,2001,(9)70%30%70%[21]2.12.1Figuer2.1Themainfailurefactorofallied...2001,(9)1+12[13][22]282.5[23][24]2.2[25]2.2Table2.2Therelationoftimeandperformanceaboutalliedstability,..,2004(4):929[10][15](()[12][26]3G103G3.1GG1G2G200228G11958ISO900223G2198320016G2ISO90023149G3.660006000306051%294049%280076973240472123G410%20056.781469“”“”203G11101500GG()()()GGG20103.13.13.1G2006—2010Table3.1ThemainmanagementtargetforecastofGcompany(2006—2010)()20062007200820092010840001000001200001350001500005000060000720008400010000085000-100000100000-115000115000-130000130000-145000145000-16000017001900218025002800:G3G123.1GFigure3.1TheorganizationalstructureofGcompany3.2(PEST)GG3G133.2.1“”“”[27]“”“”G()GWTO“”“”2003121“”G3.2.23G1410GDP3.2“”203.210GDPTable3.2ThegrowthofChina'sGDPofthepast10years1996199719981999200020012002200320042005GDP()6779574772783458206789442959331023981166941598781823219.7%8.8%7.8%7.1%8%7.3%8%9.1%10.1%9.9%.(1996-2004).:2004GDP“”10%201020001.7G3.2.33G15“”G3.2.43.33.3.11994200560%6%10%201090000103.33G163.3Table3.3ThemaineconomicindexofChineseconstructionindustryinrecentyears2001200220032004()15361.518527.823083.630998.3419.1%20.6%24.6%34.3%()1380.41827.62031.530378.34()4.584.754.864.95()2001.912129.2723532552(2001-2004)20042005“”3.43.4Table3.4Thedirectionofconstructionindustry’sitemmode123EPC102700“”BOTBOT3G171212,2002,9“”“”“”[28]WTOG3.3.220102000-3000203G18180EPCPMCBOT20102005121357.91859.1(ENR)2005849“225”3.52005[29]BOT3.5Table3.5ThestatisticsofChineseforeignprojectindexinrecentyears2002200320042005()111.9138.4174.721725.8%23.6%26%24.6%()150.5176.7238.429615.5%17.4%35%24.2%(2002-2005)WTOWTO“”3G193.3.33.6402321261501227324920%3.6Table3.6ThemaineconomicindexofChongqingcity’sconstructionindustryinrecentyears2001200220032004()436.8501.58586.271213.2%14.8%16.8%21.5%()9.09.913.716.03()16.718.829.132.2(2001—2004)2005—2010“”2010161414.61%43811.56%GDP9.86%“”G3.4()[30]G3G203.2Figure3.2TheFiveForcesModel,,.:.:,2004GGAZJDSSGAGGG3.73G213.7Table3.7TheanalysisofthemaincompetitorsAZGAJDGAZTSS23521275425261275181672226330120061376654078122860001981680236()71.5255012IS0900l/ISO14000/OHSAS1800ISO9001ISO9002IS0900l/ISO14000/OHSAS18001IS0900l/ISO14000/OHSAS18001IS0900l/ISO14000/OHSAS180013G22GGGWTOGG3G23“”——4G244G4.1VRIOVRIO[30](Value)(Rareness)(Imitability)(Organization)4.14.1VR10Table4.1QuestionsneededtoconductofVRIOanalysis1.2.3.4.,,.:.:,20044.24G254.2VRIOTable4.2TheVRIOframe