H建設公司發展戰略研究

Abstract

本研究聚焦區域性中小型民營建築企業H建設公司的戰略規劃問題，結合建築行業轉型升級背景及企業現實困境，綜合運用PEST宏觀環境分析、波特行業競爭模型與SWOT戰略矩陣等方法，系統構建其戰略發展框架。建築業作為國家經濟重要支撐領域，當前正面臨固定資產投資收縮、市場競爭強度提升與技術反覆運算加速等多重壓力。儘管H建設公司依託當地語系化服務能力在無錫區域市場形成差異化競爭優勢，但其經營結構呈現顯著的政府專案依賴特徵，且存在數位化技術應用滯後、現金流承壓明顯等發展約束。 研究發現，H建設公司面臨著外部機遇與威脅：政府城市更新、適老化改造等民生項目釋放增量需求，BIM與裝配式建築技術提供效率提升空間，但地方財政壓力、大型企業擠壓及替代品衝擊構成主要威脅。公司內部能力呈現“區域優勢突出但結構性短板明顯”特徵：區域品牌口碑、快速應急回應能力成為公司的核心優勢，但業務區域集中度過高、BIM人才缺口、供應鏈成本波動消化能力弱等問題亟待解決。 基於內外部分析，研究提出分階段戰略：中短期（1～5年）實施有限相關多元化戰略，其中短期（1～2年）深耕本地市場，聚焦老舊社區改造，引入BIM輕量化技術提升服務效率，推行合夥人制；中期（3～5年）尋求拓展相關業務，通過獲得歷史建築修繕資質、搭建數位化採購平臺等，切入新業務；長期（5～10年）以防禦型戰略組建區域聯盟跨區域拓展，主導綠色建造標準制定，探索建設運營一體化。 研究中提出的保障措施涵蓋組織架構優化、財務雙循環管理、人才雙序列培養及技術規模化應用。研究為中小型建築企業提供有參考價值的特色轉型路徑，對行業應對變革、提升抗風險能力具有典型借鑒意義。

This study addresses strategic planning for H Construction, a regional small-to-medium private builder. It develops a strategic framework using PEST, Porter's model and SWOT, amid the construction industry's transformation and the firm's challenges. As a key national economic sector, construction now faces shrinking fixed-asset investment, fiercer competition and rapid tech progress. H Construction has a differentiated edge in Wuxi via localized services. But its operations rely heavily on government projects, with constraints like poor digital tech use and cash flow strain. The study finds that H Construction Company faces opportunities such as government infrastructure demand, urban renewal, and technological advancement, but also needs to address threats such as policy changes, economic downturn, and intensified industry competition. Internally, although it has advantages such as regional branding and localized response, it also has disadvantages such as business concentration and lagging technological transformation. Based on internal and external analysis, this study proposes a phased strategy: A limited related diversification strategy will be implemented in the short-to-medium term (1~5 years). In the short term (1~2 years), efforts will focus on deepening the local market, prioritizing old residential community renovation, introducing lightweight BIM technology to improve service efficiency, and promoting a partner system. For the medium term (3~5 years), the focus will be on expanding related businesses by acquiring historical building restoration qualifications and building a digital procurement platform to enter new sectors. In the long term (5~10 years), a defensive strategy will be adopted, involving forming regional alliances for cross-regional expansion, leading the formulation of green construction standards, and exploring integrated construction and operation models. The study provides small and medium-sized construction enterprises with a characteristic transformation path with reference value, which is of typical reference significance for the industry to cope with changes and enhance its risk-resistant ability.