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ZG招标公司的品牌定位分析
摘  要
ZG招标公司自年成立以来一直承担着利用世界银行、亚洲开发银行、国际农业发展基金会等国际金融组织、外国政府、北欧投资银行、欧洲开发银行等外国金融机构和日本国际协力银行贷款项目国际招标采购业务。招标项目涉及能源、交通、通讯、机械、电子、轻工、纺织、科教文卫等诸多领域，取得了较好的经济效益，为改革开放和经济建设做出了较大贡献。业务范围涉及公路、铁路、机场、水利、电力、城市基础设施建设等中央、地方重点建设项目的招标与采购，为我国改革开放和经济发展做出了重要的贡献。
随着中国改革开放的不断深入和市场经济的不断深化,国家对招标代理行业的管理逐步放宽,市场准入门槛降低,包括国有和民营的地方招标代理公司开始大批进入招标代理行业,市场竞争日趋激烈,公司传统优势在市场上开始削弱,核心竞争力下降"尤其是近些年来,虽然招标代理业务整体规模持续扩大,但整个行业呈现低水平小规模扩张态势,低价竞争严重,不仅导致公司的市场份额萎缩,而且还严重威胁到公司盈利能力和生存空间，面对外部环境的持续恶化,尽快进行公司战略转型,以实现企业优势资源的进一步整合,提升企业核心竞争力,已成为当前公司首要的战略任务。
本文首先通过应用迈克尔波特的竞争战略理论以及SWOT分析方法,全面剖析了我国招标采购代理市场环境,文中提及的相关战略理论研究为我们分析企业品牌发展战略问题提供了重要支撑。本文对ZG招标公司的品牌发展战略研究将主要依据这些战略管理模型,分析ZG招标公司的战略环境,战略资源,和战略能力,以期为ZG招标公司发展确立合适的战略。并对ZG招标公司的核心竞争力进行了全面评价,阐述了ZG招标公司进行战略转型的必要性，不仅如此,本文还跳出人们对行业的固有认识,从客户的角度重新界定了ZG招标公司所处的行业,为企业展现了一个更为广阔的市场天地"在此基础上,本文借鉴蓝海战略的理论研究成果,并运用战略地图分析工具,系统分析了ZG招标公司转型创新的战略选项,明确提出了ZG招标公司向城市建设综合服务商转型的品牌发展战略,并具体明确了发展重点及其市场进入路径,同时也对战略转型可能涉及的风险因素进行了分析。最后,本文从思想转变、组织保障、人才储备、融资能力建设、项目管理能力和风险管控等方面提出了具体实施步骤。

关键词:ZG招标公司,品牌发展战略,战略转型,竞争战略,蓝海战略

Abstract
ZG tendering company has been responsible for the World Bank since its establishment, the Asian Development Bank, IFAD and other international financial organizations, foreign governments, the Nordic Investment Bank, the European Development Bank and other foreign financial institutions and JBIC loan projects of international bidding and purchasing operations. Bidding projects involving energy, transportation, telecommunications, machinery, electronics, light industry, textile, science, education and many other fields, and achieved good economic benefits for the reform and opening up and economic construction and make a greater contribution. Business involving central highways, railways, airports, water, electricity, urban infrastructure construction, bidding and procurement of local key construction projects for China's reform and opening up and economic development has made important contributions.
With the deepening of China's reform and opening up and deepening of the market economy, the state management of the tender agent industry gradually relaxed, reduce market access barriers, including state-owned and private companies began to place a large number of the tender agent to enter the bidding agent industry, market competition intense, the company's traditional advantage in the market began to weaken, the core competitiveness of decline, "especially in recent years, although continuing to expand the overall size of the bidding agency business, but the whole industry has a low level of small-scale expansion trend, serious price competition, not only led to the company shrinking market share, but also a serious threat to the company's profitability and survival in the face of the continued deterioration of the external environment, the company's strategic restructuring carried out as soon as possible, in order to achieve further integration of enterprise resource advantages, enhance the core competitiveness of enterprises, has become the company the primary strategic task.
Firstly, through a competitive strategy Michael Porter's theory and SWOT analysis, a comprehensive analysis of China's bidding and purchasing agent market environment-related strategic theory mentioned in the text of our business development strategy analysis provides important support. This paper studies the development strategy of the company ZG tender will be mainly based on the strategic management model to analyze the company's strategic environment ZG tender, strategic resources, and strategic capacity to tender for the development of the company ZG establish appropriate strategies. ZG tender and the company's core competence to conduct a comprehensive evaluation of the bidding company ZG explains the necessity for strategic transformation, not only that, we also out of people's inherent understanding of the industry, from the customer's point of redefining the bidding company ZG industry Department, for companies to show a broader world market. "on this basis, this paper draw on Blue Ocean Strategy theoretical research results, and the use of strategic map analysis tools, the system analyzes the company's transformation and innovative ZG bidding strategy options, clear ZG tendering company proposed to build a comprehensive service provider transformation of urban development strategies, and the development of specific and clear focus and market access paths, but also on the risk factors that may be involved in the strategic transformation were analyzed. Finally, from the ideological change, organizational protection, talent pool, financing capacity building, project management and risk management and control other aspects of the specific implementation steps.