What are the factors that restrict the development of construction enterprises?

1. The national macro-control policy will slow down the growth of the construction industry to some extent in the short and medium term.

Investment in industrial production fixed assets, major investment projects, land approval and credit are important contents of this macro-control. In the first half of 2004, the area of land purchased for real estate development only increased by 2.8% year-on-year, and decreased by 19.5% in May and 18. 1% in June respectively. Among the sources of funds for urban fixed assets investment, domestic loans increased by 28.4%, down 30.8 percentage points from the first quarter. The rapid growth of money and credit has been controlled. At the end of June, RMB loans increased by 1.43 trillion yuan compared with the beginning of the year, and decreased by 350 1 billion yuan. The decline of loan growth rate expanded month by month, with a year-on-year increase of 20. 1% at the end of March, falling back to 19.9% at the end of April, and further falling back to 18.6% and 16.3% at the end of May and June.

The impact of this macro-control on the construction industry is mainly reflected in three aspects: (1) the growth rate of the construction industry's output value has slowed down. In the first three quarters of 2004, the total output value of construction enterprises nationwide was164.87 billion yuan, up 22% year-on-year, and the growth rate dropped by 5.5 percentage points compared with the first half of the year. The output value was 804 billion yuan, an increase of 18.4%, down 9.9 percentage points from the first half of the year; (2) Raising the financing threshold of construction enterprises; (3) The rise of raw material prices has slowed down.

Although the hard ice is being broken, the national unified construction market has not yet formed.

At present, the monopoly, division and regional blockade of China's construction market affect and interfere with the formation of a unified, open and competitive construction market. The long-term planned economic system and local protection or departmental protectionism formed in the process of reform and opening up have formed a divided industry structure. This structure has two characteristics in space and industry distribution: (1) Most construction enterprises belong to the local area, and their business activities are mainly in the local area, so it is difficult to enter other areas; (2) Department protection makes it difficult for construction enterprises to develop their business across disciplines. Therefore, many large-scale construction enterprises only focus on a certain specialty, with narrow professional scope and lack of comprehensive competitive strength.

In the decision of the 16th National Congress of the Communist Party of China on perfecting the market economic system, it is pointed out that the reform tasks such as "accelerating the construction of a unified national market" are being or have been relieved in some developed areas, such as Beijing. At the same time, the protective barriers in the construction market of industries and departments tend to be dismantled rapidly, but fragmentation will still exist in a certain period of time, and it is difficult for construction enterprises with certain strength to become bigger and stronger.

3. The construction market is in disorder, the behavior of market participants is not standardized, and the project payment is in arrears.

The quality management of the construction industry is chaotic, and many large construction enterprises are affiliated with small enterprises, which leads to the widespread phenomenon of over-qualified construction and leaves hidden dangers for construction quality and safety. Although the number of project bidding is increasing year by year, improper behaviors such as black-box operation and accepting kickbacks are widespread in the bidding process. The local construction authorities, relevant regulatory authorities and the owners' own behaviors are not standardized, and they interfere with the project contracting through administrative instructions, which also affects the normal market competition behavior.

Due to the fierce competition in the construction market, the phenomenon of advanced construction is widespread, and some project funds are not implemented, resulting in the inability to pay the project funds after completion and long-term arrears. Some owners use administrative power or market advantage to sign "yin-yang" contracts, which forms legal reasons for defaulting on project funds. By the end of 2003, the national accumulated arrears of project funds reached 360 billion yuan. The latest document issued by the State Council, Guo Fa Ban 2003 [94] No.,focuses on solving the problem of arrears of project funds, and accordingly, all parts of the country have formulated ways to clear up arrears of project funds.

4. Because the scale level is not obvious and the industry concentration is too low, many construction enterprises compete excessively at the same level.

From the qualification composition of China's construction enterprises, we can probably reflect the scale composition of enterprises, because there is a close positive correlation between enterprise qualification grade and enterprise scale. From the comparison of Lorenz curves, we can also see that the concentration of China's construction industry is low, and the phenomenon of large and complete, medium and complete, small and complete is prominent, and the hierarchy of enterprise scale is not obvious. Everyone is doing the same thing, the competition level has not been opened, and thousands of troops have crossed the wooden bridge. To some extent, part of the profits of construction enterprises are squeezed out by excessive competition. Take listed companies of construction enterprises as an example. In 200 1 year, the earnings per share of most profitable construction enterprises were less than 0. 1 yuan, and the average gross profit margin of main business of 19 listed construction enterprises was only 0.97%, which was at the lowest level among all industries of listed companies. Due to the pressure of shareholders, real estate development business makes up for the profit source of construction enterprises, especially state-owned construction enterprises, when construction is difficult to make a difference.

In view of the above problems, the Chinese government will adjust the industrial structure of the construction industry from five aspects: (1) establish a market operation mechanism, allocate resources by the market, adjust the relationship between investment and construction subjects, and form a reasonable and sufficient market competition pattern; (2) Accelerate the merger and reorganization of construction enterprises, give full play to joint advantages and scale effects, and improve the overall profitability of China's construction industry; (3) Improve the level of scientific and technological progress and informatization, and effectively change the existing management mode; (4) Market access is changed from administrative access to market access, the qualification management system and construction management system of construction enterprises are reformed, the industry liquidation system is established, the market credit restraint mechanism is gradually established, and the payment guarantee of the owner's project funds and the contractor's subcontracted projects is actively promoted; (5) Encourage construction enterprises to operate internationally and give play to the comparative advantages of China construction enterprises in the international market.

Second, internal problems.

The author thinks that there are seven problems in China construction enterprises, especially state-owned construction enterprises. How to solve these problems in time and in place will be related to the development trend and market survival of a considerable number of construction enterprises in the next few years.

1. Social functions are hard to get rid of, and the overall quality of employees is not high.

The social function of state-owned construction enterprises in China has been difficult to get rid of completely for a long time. The number of retirees is increasing year by year, the absolute amount of the overall expenditure of enterprises remains high, and there are too many people, especially redundant people, who need to be diverted by enterprises, and a reasonable personnel flow mechanism has not really been established. The scale of personnel is too large, and the overall quality is generally not high; The management mode and management concept under the planned economy have not been really established, the correct market concept has not been really established, and the sense of crisis and competition is generally not strong.

2. Technological innovation is relatively lagging behind.

At present, many domestic construction enterprises compete at the same level, with little difference in technical level and grade, and no obvious technical characteristics and characteristics. At present, knowledge resources are the first factor of technological innovation, and the traditional factors of production (labor, land and capital) have gradually lost their dominant position. Cutting-edge technology has become the main focus of innovation competition, and the cutting-edge technology in high-tech groups is the commanding height of world attention. For the construction industry, the development space of improving the competitiveness of construction products by reducing the cost of materials and labor has been gradually shrinking. Strengthening the market competitiveness with technological innovation as the core can improve the level of competition, form a unique competitive advantage, increase the added value of construction production, and connect with high technology, which has become an inevitable choice for the sustainable development of construction industry. Take Dacheng Company in Japan as an example. Annual investment in technological innovation projects is 654.38+000 billion yen, accounting for 0.8% of the turnover. Dacheng has set up a technology research and development center to develop, popularize and apply urban renewal, environment, new materials, new technology design and foundation in cooperation with government agencies, universities and related industries.

The author believes that the following four key technical factors will affect the development direction and competitive pattern of the construction industry: (1) information technology. Information technology enables construction enterprises to effectively realize construction integration and automation (including people, institutions, management, funds, etc.). The experience of advanced construction enterprises at home and abroad shows that the adoption of information technology will significantly reduce the procurement and management costs of construction enterprises and effectively shorten the project cycle; (2) New construction technology and equipment. The development of efficient construction technology, energy-saving construction technology and underground construction technology has added new impetus to the development of construction industry, and new construction equipment such as deep foundation construction equipment, underground excavation equipment, electromechanical integration and intelligent control device will make construction enterprises even more powerful; (3) New material technology. New material technologies such as high-performance concrete, special steel, membrane structure materials and powder metallurgy will become new highlights in the development of building technology; (4) Green environmental protection technology. The development of environmental protection technologies such as garbage disposal and sewage treatment has opened up new markets for the construction industry. Building energy-saving and consumption-reducing technology, low-pollution construction technology and construction waste treatment technology have created conditions for the sustainable development of the construction industry.

3. Financing ability is generally weak.

Enterprises without financing ability and financial strength will definitely affect the development speed and level of construction enterprises, and financing ability determines the development stamina of enterprises. According to the data of prosperity survey, since the establishment of the prosperity survey system, the prosperity index of working capital in the construction industry has been in a recession range. With the opening-up and internationalization of construction industry, contractors need abundant funds as the backing of international project contracting, and issue bank guarantee or a certain amount of deposit in accordance with international general practice, which can be used in advance at the initial stage of the project. However, when China construction enterprises apply for issuing letters of guarantee from financial institutions, they often miss the opportunity because of poor property status or unclear property rights.

The main ways to improve borrowing capacity are: (1) seeking the way of cooperation between banks and enterprises, establishing partnership between enterprises and banks to solve the problem of enterprise funds; (2) Carry out enterprise cooperation to make effective use of funds; (three) to raise funds from the society through the listing of advantageous enterprises; (4) Conditional enterprises should actively operate BT, BOT and other ways to improve their capital operation ability by snowballing.

4. The market development ability is not strong

The market development ability of an enterprise depends on the product quality provided by the enterprise, the customer satisfaction, the strategy and tactics of expanding the market and the technological innovation content of the products and services provided by the enterprise. Through excellent quality and honest management, win the trust of users, serve specific customer groups and occupy market share continuously and steadily; By understanding the special needs of the owners and meeting them, we can provide combined services for the owners and occupy the existing market; Through unremitting efforts, tracking projects, marketing, opening up new markets, taking a project as the origin and radiating the surrounding markets; Entering or expanding new markets through enterprise acquisition, merger and reorganization; Under the background of economic globalization, China construction enterprises take the initiative to join the "going out" ranks, participate in international economic cooperation and competition in a wider scope, in a wider field and at a higher level, and determine the main professional market and regional market targets through the analysis of the international market; Cultivate international engineering contracting talents of enterprises; Transform the enterprise mechanism to adapt to the operating rules of international enterprises; Learn from international business experience and control the international project contracting market more flexibly. Although many construction enterprises have had some experience in the above aspects, there is still a lot of room for improvement in market development ability.

5. The implementation ability of general contracting is not high.

The competition among construction enterprises has long been dominated by low-level price competition, and the technical differences are generally small. In the future, with the structural adjustment of the construction industry, large-scale engineering companies will gradually shift to the general contracting direction, mainly relying on comprehensive technical capabilities to conduct differentiated competition and improve the level of competition. The core competitiveness of engineering general contracting enterprises is reflected in the original process design, equipment procurement and collaborative management between construction and installation subcontracting enterprises and civil engineering design, and the improvement of their financing ability is also the focus of development. The implementation of project general contracting requires that the headquarters of enterprise groups can effectively change their functions, from loose administrative management to professional business management, and play the role of unified command and deployment. The author believes that with the formation of diversified investors and the transformation of the national construction system, the competition mode of the construction industry will gradually change objectively, and project management companies and general contracting enterprises will occupy the high-end construction market.

6. The comprehensive management level needs to be strengthened.

The lagging reform in establishing modern enterprise system, transforming management mechanism, human resource management system and project management mechanism is still the key and deep-seated reason that restricts construction enterprises to improve their competitiveness. The statistical analysis of the whole industry shows that the advantages of state-owned enterprises or state-controlled enterprises in market competition are losing, and they are losing at an accelerated pace. Therefore, on the basis of the existing reform, it is an unavoidable and important task to continue to deepen the reform, adjust the property right structure, establish a scientific and effective corporate governance structure, change the business model and mechanism, completely change the traditional personnel, employment and distribution systems and policies, and improve the comprehensive level of project management and control under the general subcontracting mechanism.

7. Brand management has not received enough attention.

For a long time, construction enterprises have neglected the role of publicity, only hanging slogans and signs on the construction site for small-scale marketing, or formulating brand strategies, which are mostly flashy. According to the needs of enterprise development, construction enterprises should advocate the concept of all-staff marketing, improve their visibility, establish their brands and expand their market share. It is of great practical significance for the development of enterprises to ensure the quality of projects under construction, abide by the contract commitments, change the passive practice of maintenance services, actively pay a return visit to customers, provide quality services, establish the reputation of contractors, attach importance to the establishment of corporate image, actively carry out corporate image construction and management, and study and formulate corporate image strategies.

Third, the key problem solving countermeasures

No matter external factors or internal problems, as a construction enterprise, we must not catch all the problems at once, hoping to solve them once and for all. Just like Chinese medicine, the symptoms of various diseases are complicated and difficult to distinguish. The key is to find the key point, not to cure headaches, but to cure feet. In layman's terms, we should be good at grasping the bull's nose, finding the key to the problem, and fundamentally solving the key problems that affect or restrict the development of this enterprise.

The author thinks that China construction enterprises can survive and develop under the new situation only by adapting to the requirements of industrial structure adjustment and future development trend as soon as possible, actively shaping key competitive factors and enhancing core competitiveness. At present, China's construction enterprises need to re-examine their own development, formulate scientific strategic plans, help enterprises successfully overcome internal and external obstacles, avoid major directional mistakes, improve their refined management capabilities through rational integration of internal business and management activities, make timely and effective responses to the ever-changing external environment, occupy a place in the increasingly fierce market competition, enhance their competitive strength, and achieve development goals.

First of all, we should rationally judge the current market positioning of the enterprise, make clear the strategic development direction of the enterprise, clearly explain what the development goal of the enterprise is, how to achieve this goal, and how to let most managers and technicians of the enterprise know, understand and accept the future development direction and road of the enterprise.

Then, after the above-mentioned strategic problems are solved, we must re-examine the existing organizational structure and management mode of the enterprise in view of this positioning and development thinking, and ensure three "dares": the courage to question and self-criticize the management methods and methods that the enterprise has become accustomed to; Have the courage to give up the business or industry with low correlation with the core business or industry and low profitability; Dare to accept advanced ideas and methods. From a strategic point of view, we should readjust the industrial structure, readjust the organizational structure, reposition the management mode of enterprises and the key management functions of headquarters. On this basis, we should pay attention to the development of business and the cultivation of market competitiveness, reconstruct the organizational structure of headquarters organs, adjust posts and personnel, and make the headquarters organs of enterprises change from the previous bureaucratic or institutional management mode to functional or service-oriented ones.

Secondly, enterprises need to plan human resource demand according to the demand for people in organizational adjustment and adjust human resources in time. There are three main ways to adjust human resources: internal training, existing personnel diversion and social personnel recruitment. However, it must be emphasized that both the existing personnel diversion and the recruitment of external personnel should be based on the adaptability of personnel and positions as a reference or evaluation standard. For example, a Ph.D. in economics may not be more adaptable to the requirements of the post of project manager than a civil engineering or civil engineering undergraduate. In other words, enterprises should choose the right people to enter the enterprise as much as possible, and ensure that those who enter the enterprise can make the best use of their talents.

Finally, in order to make the best use of people, enterprises must adjust the existing human resource management methods and related policies, and must never say one thing and do another. As a platform for all kinds of human resources development, enterprises should establish a set of human resources policies that can attract and retain people, establish an effective human resources incentive and evaluation method, form a relatively fair competition mechanism within enterprises, shape a new cultural atmosphere, and finally realize that insiders can proudly say, "I am an employee of this enterprise!" In short, China's construction enterprises urgently need to change their management behavior, from traditional enterprise management to modern enterprise management, from managing affairs to managing people, that is, from paying attention to the distribution, scheduling, resettlement and revenue and expenditure of things to paying attention to people's management; Change traditional personnel management into modern human resource management, attach importance to people's quality, coordination, encouragement and control, rationally allocate human resources, develop people's potential, and truly realize the "people-oriented" enterprise management realm.

To sum up, the reform of construction enterprises in China should consider the key issues that affect or restrict the development of enterprises as a complete system. In the process of transformation or change, enterprises should take strategic management promotion as the core, organizational adjustment as the breakthrough, human resource adjustment as the focus, and corporate culture reconstruction as the support. Only in this way, the transformation or transformation of enterprises is the water of initiative and the wood of foundation! (This article was originally written by Meng Jie Consulting. Reprint or reprint please contact us.

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