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摘 要
在 2008 年国际金融危机的冲击下，中国经济和社会发展正面临一系列困难和不确
定因素。特别是外部需求明显萎缩，部分行业出现产能过剩，部分企业出现经营困难，
就业再就业矛盾突出，加上国内经济发展的周期性调整因素的影响，经济增长的下行压
力巨大。为了应对金融危机，中国政府果断决策，陆续出台“十大产业振兴计划”等系
列政策，拉动内需、增加投资、加大基础设施建设。各地政府也陆续出台区域经济发展
规划，加大固定资产投入，而交通基础设施建设是固定资产投资的重要内容。交通建设
集团作为各地政府交通基础设施建设的主体，如何把握机遇，加快发展，实现自身角色
的转换是一个值得思考的新形势下的新课题。作为本论文研究对象——FZ 市交通建设
集团（以下简称“交建集团”或“公司”、“集团”）为集融资、投资、建设、经营、管理为
一体的集团化企业，主要代表 FZ 市政府对 FZ 境内的公路、道路、铁路、桥梁、隧道、
港口、码头及配套设施进行投资、建设、经营管理及交通建设用地征迁与周边土地综合
开发。自 2008 年企业改制以来，公司面临着良好的发展机遇，但同时也面临着自身转
型的困惑，缺乏对未来业务发展方向、发展策略、多元化业务管控模式等问题的思考，
究其根本是改制后企业发展战略的缺失。

本论文以案例研究的形式，分析 FZ 交通建设集团战略规划制定的整体思路。通过
PEST 模型中的政治、经济、社会等维度，分析集团所面对的外部环境；通过行业关键
成功要素及标杆企业研究，分析行业环境；通过 SWOT 模型，结合企业内外部环境，
制定企业发展战略。发展过程中，如何发挥优势，形成不同业务板块的战略协同？如何
克服自身发展的瓶颈与制约因素，搭建适应战略发展与落地的组织架构与发展模式。

希望通过对交通建设集团战略管理的研究，掌握公司战略、业务战略、业务发展模
式、战略目标体系以及战略实施、战略保障等设计的全过程，特别是战略思想对企业发
展的指导，战略工具与方法的使用。同时对类似的国有企业战略转型与角色转变能有一
定的借鉴价值与实际意义。

关键词：战略规划；公司战略；业务战略；战略管理；FZ 交通建设集团

Abstract
In 2008, under the shock of international financial crisis, Chinese economy and social
development is facing a series of difficulties and uncertainties.
Especially with the obvious shrinkage of external demand, overcapacity in some
industries and lead to some enterprises’ operating difficulty, contradiction of employment and
reemployment, otherwise the influence of the cyclical adjustment factors of domestic
economic development, there’s enormous downward pressure on economic growth.
In order to cope with the financial crisis, the Chinese government made a resolute
decision, series of policies is issued successively such as the ten industrial revitalization
plan, to stimulate domestic demand, increase investment, and to strengthen the construction
of infrastructure facilities.
Local governments have also promulgated their regional economic development
planning to increase the investment in fixed assets in which the traffic infrastructure
construction is playing an important part.
The traffic construction group which acts as the main part of local transportation
infrastructure construction,in the new situation, how to grasp the opportunity, accelerate
development, achieve transformation is a new task worth learning and reserching.
The FZ traffic construction group (hereinafter referred to as “Jiaojian Group”, “the
company” or “the group”), which the research object in the paper, is a group enterprise
combines transportation,infrastructures financing, investment, construction, business
operation and management. Mainly on behalf of the FZ government, it engages in the
investment, construction, management, requisition and relocation of transportation and
construction’s land, as well as the surrounding land’s comprehensive development, for the
highway, road, railway, tunnel, bridge, port, dock and facilities in the territory of FZ.
In the biginning,the reform in 2008, the company facing a good development opportunity,
but meanwhile, it is also bewildered by it’s own transformation, and is lack of the thinking of
the direction of future business development, development strategy, control method of
diversified businesses, and we think the root cause of above problems is the lack of a
corporate’s development strategy after the transformation.
The paper analyse the overall thought of how to develop FZ traffic construction group’s
strategic planning by case study.
We analyze the external environment by PEST model, analyze the industrial environment
by the research of industry key success factors and benchmarking enterprises, and develop the