建筑外文文献中英文档格式.docx
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建筑外文文献中英文档格式.docx
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,wassponsoredbytheConstructionIndustryInstitute'
sConstruc-tion2000TaskForce-Theprojectexaminedthefactorsthataffectcompetitiveness,includingthefollowing,
∙Theshapingofcorporatecapabilities;
verticalintegrationandhorizontalexpansiontoincreasecorporatecapabilitiesandmarketshare,includingacquisitionandmergersbyoffshoreconglomeratesandtheacquisitionofforeignfirmsbyU.S.companies.
∙Financingoptions;
theroleofprivatization,build-own-transferprojects,andthenatureofprojectfinancinginfuturemarkets,
∙Management,organization,andstructure;
futuremanagementandorganizationalapproaches,structures,andtechniquestoattractpersonneltoperforminaglobalcompetitiveenvironment.
∙Workforcecharacteristics;
futureavailabilityofengineeringandconstructionworkersattheprofessionalandcraftlevels.
∙Technologicalissues:
howtechnologywillaffectcompetitionandbeusedtooffsetworkforceshortages.
ResearchObjectivesandScope
Thisresearchproject'
sgoalistocollectinformation,toadapttothe2000andtheengineeringconstructionafteradjustment,formulatestrategiesneededtoprovideinsightandformulate2000engineeringconstructionofpossibledevelopmentplan.Thisstudyreviewedtheprojectconstructionprocessofhistory,currentdevelopmenttrend,todeterminetheimpactoftheindustry,andtheimpetustothefutureindustrialenterprisesarerelatedtoreshapetheability,privatisationandfinancingmethodsofpotentialfunctionandmanagement,organizationstructure,methodsforfuturedevelopmentdirection.
Researchscopeincludesselectedsomeofthecompany,thecompanyhasinterviewedexpertisepersonnel.Thestaffprofessionalwiderange,includingcommercialbuildings,publicbuildings,industrialinfrastructure,infrastructureconstruction,power,lightindustry.Theproductionprocessandspacescience.
Engineeringconstructioncompetitivecharacteristics
Engineeringconstructionofcompetitionbecausethefollowingreasonsinchangefeatures:
Inthe1980s,andplaninthe1990s,theimplementationoftheprojectconstructionareguidedfromcontradictorysituation,tocooperate.
Shouldbeinapositiveviewofthenewcompanytoentertheinternationalmarket,becauseofitsconstructionincreasedglobalcooperationopportunities.Cooperationwillmakeallthepartners,becausetheAmericancompanybenefitcanbefoundinthecountrypartner,likewise,foreigncompaniesopportunitieswillbreakintotheU.S.Market.
Competitivestrategy
Futurestrategy
In2000,thecompanywillstrivetodo:
∙Providethehighestqualityservice
∙Canassumeanypartoftheworld
∙Inordertoreducethesplitgroundandriskcontrol
∙Outininternationalmarketthemostcompetitiveprice
Inordertoachievetheideal,engineeringconstructionshouldbe:
∙Increasestaffcapitalinvestment
∙Theknowledgeandimprovelabortechnologylevel
∙Havesolidcompletecommunicationsandtransportinfrastructure
∙Concentrateonkeyresearch,productqualityisguaranteed,fine,andarousetheenthusiasmoftheworkers,improveworkerstechnologylevel.
The21stcenturyisthemainfactorfractalringwillcompeteintheinternationalmarket,includingtheintegrationofproductivity,unionsalarytoabate,reducethepowerindustrymanagementandprivatization.
Americancompanycompetitionability,largelydependsondevelopingandeffectiveuseoftechnicalinnovation.Americancompaniesneednotonlyusethetechnicalinnovation,domesticbyothercountriesoptimizationimprovedtechnology.Inthefuturewillbepopulartechnologyinnovationwillnotsomebigbreakthrough,buttheexistingtechnologycontinuousimprovements.
Britishbuildingscompanyprofile
Intheearly1990s,theheadoftheflexiblebuilderswhodon'
tmakeabuilding,butwhatelsecando,makingmanybuildingscompanysufferedaseriousblowtheeconomicdepression,experiencedandexcessiveexpansionofrealestateindustryalso.But,whenhesawthemintherealestateindustry(inthebigmoney,mostoftheminordertodisencumberthebetdownagainintherealestatemarket.
ByAlancosmasindicopleustesundertheleadershipofMr.ShawaienjoyintheoldfieldcompanyMerck'
sreputationcanearncashonthebalancesheet,andcankeepthebalance.However,insomeareasoftheworld,thecompanyalsomanadilemma,especiallyintheUnitedStates,thechangefromaLouisianaoilandnaturalgasmarketofrecession,itisespeciallyoutstandinginBritain,thecommercialandindustrialrealestatemarket,thecompanyisfacedwithadifficultsituation,withprofits.Anditalsobecameworse.
Thecompany'
sdevelopment,walidUKearly1990sthirdbighousebuilders,probablybecauseLondonsuburbwillhaveacopyfromtheeraofGeorgesellbuildingsofformerprimeministerMargaretthatcherandworld-famous.Thecompany'
scharacter,chairmanoftheuniqueLauriewalidfromMrOften"
give"
ironladypublicsupport.Theapproximatemythologicalblessingthatheseemeddestinedtoenjoy.Infact,thecompanyalsoisdifferent,theinfluenceofthehousingslumpisstronginLaurie,undertheleadershipofthecompanynowrecoveritsstrongertowardsthefinancialstatus.Laurieretiredchargeagainsituation(1991fallafterhisretirementherestoredtothecompanyrecalled).Asmostofitsbusinesscompetitors,theindustryindifferentmarketalsosufferedaseriousblow,althoughtheslumpin1993,thecompanyisbeginningtoimprovelong-termcreditratingIBCAinstitutionofthefirstbuildingscompanybusinessdevelopmentforawhile.
John,thecompanyisdifferent,haveverygoodtowithstandthelatestworldconstructiondifficulties.Theyhaveabundantcapital,clearlyrecognizedthattheyhavegreatlyreducedthebookvalueoftheasset.Forexample,inearly1990,theyinrealestateinthebankdelimitlost1£2mvalue.Afterthat,theycutandlabor.Despitetheirhousingsalesstillquitegood,butitsprofitisreduced.Thecompanyisinmostlaiattentionisfamousforitsenvironmentalproblems.
Thestatusandthetowermikecompanywalidspecialformbrightcontrast,in1993,theircreditratingagencyreducedbyIBCA.Thiscompanyinthe1980smosttimetryingtoprovetotheworldthattheyaretheUK'
sbiggestbuilders,theinformationbeingunderstanding,andeither,buthopefullyitneverhappened.Theysufferfromcopewithhighgrowthratecuts,tobuildhouses.ButthecompanyisstilltowermikeBritain'
sbiggestconstructionandbuildingmaterialsgroupcompany.October1992,theyclosedtherealestatebusiness,andthisisthewillofthesevenbusinesstothree(building,quarryingandresidentialbuilding)partoftheplan.Michaelessien,Somerville,resistanttofly,thegroup'
sPresident,inthecompanyafter22yearsinthespringof1992,sitontheseatofthehotass.Peoplethinkthatthehousingproblemofexposure,thispositionhasarrivedatthepoint,whichincludingseveralonacompany'
sbalancesheetofthelarge-scalejointenterprise,jointenterprisebusiness,actuallymakescorporationdebtsmachinemore.
TaylorwoodofrealestateindustryrecessionRoyceunpleasantexperiencesembodiedin1992,whentheestateofautumnisDanielPeterHeJisuddenresignation,italsohappensinitspredecessor,Petertrillionresignedafterallshockedbyonlyafewmonths.Home,thenreverse,TaylorwoodRolls-Royceannouncedduetobadmanagement,causedseverelosses.Althoughconstructioncontractingbusinessincreasinglyimportantstatusinarecession,butcompanytwo-thirdsofincomefromthisbusinessis.However,thecompanyhasahugeinvestmentassetssecurities,rentalincomemorethan5year2000millionpounds.Thecompanyhasnolongerconductriskybusinessprojects,atleastuntilthesituationinbetterlater.
EasternEuropeanarchitecturalmarketcompetitionsituationanalysis
Atpresent,theeconomicreformsoftheeasternEurope,thuscausedconfusionoftheseareasofbusinessactivitieswiththeneweconomicsystem.Expertssay,analyzedfromalong-termperspective,usingthemarketeconomicpolicywillbringamorestable,andmorefavorableeconomicenvironment.ThereformofpoliticaleconomyineasternEuropewillbeforthosewhoarewillingtoinvestinthisareaofthecompanytocreatealotofmoneybutmarket.Ifyoukeepthemomentum,beforelong,easternEurope5640billiondollarseachyearfortheconstructionofinternationalconstructionmarketwillbemorethanone-thirdofthemarket.Thisareaisopentotheworldsituationinauguratedanewconstruction.
Theobjectofstudy
Thegoalistoestablishaframework,andinternationalengineeringandconstructioncompanymayformulatefeasiblestrategy,andtoevaluatethe.Theframeworkhasbeenintroducedfortheprojectconstructioncompanyoutsidetheeasternareaintheconstructionbusinessisveryhelpful.Inordertomeasurethemarketopportunitiesandchallenges,wesentthequestionnairesandinterviews,theindividualtoidentifyimportantsuccessfactorsoraspects.Thusillustratesconstructioncompanyindeterminingtheirstrategymustpossessthecharacteristics.Throughtheresearchofstrategicframeworkhasbeensetupinthisareabyanactualconstruction,aninternationalengineeringandconstructioncompanyisconsideringtoundertaketheengineering,
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