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随着“新常态”的到来,我国经济进入了增速换挡、结构调整和前期政策消化“三期叠加”的新时期,工程建设行业也因此面临规模收缩的趋势。企业开始尝试对业务、融资、运营、盈利等商业模式进行整合。从施工总承包向工程总承包转变,并向产业链的两头延伸,做工程总承包,涉足勘察设计,整合采购资源,发展运营能力。结合企业与市场实际,向利润丰厚、能力可及的其他领域发展,以投资换身份,以兼并换资质,以建设换运营,以运营兑现利润,谋求可持续增长。而与此同时,各业务环节整合与发展的管理矛盾与问题
With the advent of the “new normal”, the economy of our country has entered a new era of growth-shifting, structural adjustment and pre-policy digestion. As a result, the construction industry is facing a trend of shrinking in size. Businesses are beginning to try to integrate business models such as business, financing, operations and profitability. From general contracting of construction to general contracting of engineering, it has extended to both ends of the industrial chain, doing general contracting of engineering, engaging in investigation and design, integrating purchasing resources and developing operation capability. Combine with the reality of enterprises and markets, develop into lucrative and capable areas, invest and change identities, merger and change of qualifications, construction and operation of exchanges, profit from operations and seek sustainable growth. At the same time, management conflicts and problems in the integration and development of all business segments