MBA教育中心知识库

摘  要

  自2015年开始，国企改革以顶层设计为指引，形成以国务院《深化国有企业改革指导意见》为统领、若干配套文件为支撑的1+N政策文件体系，逐步向纵深发展。2019年11月国务院国有企业改革领导小组第三次会议提出，要以落实好国有企业改革顶层设计为重点，紧抓国有企业改革三年行动方案落实，聚焦混合所有制改革、加强国资国有企业监管等重点领域，任务举措明确化。其中在“国资国有企业监管”领域中，由“管企业”向“管资本”转变已成为国资国企改革发展新突破的重要手段。基于此背景，本文对兰州新区城投集团战略转型进行研究，并提出相关发展建议。

  本文以兰州新区城投集团为例，首先回顾了企业现行战略，通过对现行战略选择背景、实施成效和存在问题的分析，解释了“原有战略为什么不再适用”这个问题；其次运用PEST分析模型，结合国家大力实施向西开放、房地产行业监管和国企改革政策及甘肃省和兰州新区的经济政策环境，分析指出兰州新区城投集团战略转型必须面对的外部环境，指明了企业战略选择方向；再次运用SWOT分析模型，分析兰州新区城投集团优势（国资背景、政策获取和资产规划优势）、劣势（经营决策受政策影响、自身造血功能弱、存量债务大历史包袱重的劣势）、机会（国资国企改革、兰州新区经济社会发展）和威胁（区域内其他国有企业的职能替代），明确企业“投、融、建、管、运为一体的城市综合运营服务商”战略定位，从投资业务、建设业务和运营业务三个方面结合现有业务板块提出战略转型策略。同时积极探索债务风险防控、融资管理优化、内部管控升级和外部支持，为公司顺利实现战略转型提供有力支撑。

  通过本文的研究，可以对兰州新区城投集团解决当前发展问题和今后转型升级提供意见指导，同时也能对区域内其他国有集团公司实现转型高质量发展提供理论支持和实践经验。

Abstract

Since 2015, guided by top-level design, a 1+N policy document system, led by the Guiding Opinions on Deepening SOE Reform issued by The State Council and supported by several supporting documents, has gradually developed in depth. At the third meeting of The State Council leading Group on SOE Reform in November 2019, it was proposed to focus on implementing the top-level design of SOE reform, pay close attention to the implementation of the three-year action plan for SOE reform, focus on key areas such as mixed-ownership reform and strengthening supervision of state-owned enterprises, and make tasks and measures clear. In the field of "state-owned assets and state-owned enterprises supervision", the transformation from "enterprise management" to "capital management" has become an important means of new breakthroughs in the reform and development of state-owned assets and state-owned enterprises. Based on this background, this paper studies the strategic transformation of Lanzhou New Area Urban Investment Group and puts forward relevant suggestions.

Taking Lanzhou New District Urban Investment Group as an example, this paper firstly reviews the current strategy of the enterprise, and analyzes the background, implementation effect and existing problems of the current strategy to answer the question "why the original strategy is no longer applicable". Secondly, through the use of PEST analysis model, through the national opening to the west, real estate industry supervision and state-owned enterprise reform policies and economic policy environment analysis of Gansu Province and Lanzhou New Area, pointed out the strategic transformation of Lanzhou New Area City Investment Group must face the external environment, indicated the enterprise strategic choice of the direction of work; And then using the SWOT analysis model, Through to the new district in lanzhou city investment group advantage (state-backed, policy and asset planning advantage), weaknesses (business decisions are influenced by policy, their own hematopoietic function weak, the stock of debt the disadvantages with big heavy historical burden), opportunity (holdings of state-owned enterprises reform, economic and social development in the new district in lanzhou) and threats (function) of other state-owned enterprises in the area of analysis.Define the strategic positioning of the enterprise as an integrated urban operation service provider integrating investment, finance, construction, management and operation, and put forward strategic transformation strategies from the three aspects of investment, construction and operation combined with the existing business segments. At the same time, actively explore debt risk prevention and control, financing management optimization, internal control upgrade and external support, to provide strong support for the smooth realization of the company's strategic transformation.

Through the research of this paper, suggestions and guidance can be provided for Lanzhou New District Urban Investment Group to solve the current development problems and future transformation and upgrading, and theoretical support and practical experience can be provided for other state-owned group companies in the region to achieve transformation and high-quality development.