本文選題：神華準能集團 + 煤炭�。� 參考：《內蒙古財經大學》2017年碩士論文

【摘要】：2002年到2012年是中國煤炭行業(yè)快速發(fā)展、煤炭產量急劇增加的十年。在煤炭行業(yè)快速發(fā)展的過程中,一批以煤炭作為主要支柱的企業(yè)也迅速崛起。然而從2013年開始,隨著國內經濟形勢持續(xù)低迷,清潔能源應用比例逐年增加,不斷擠占化石能源市場份額,煤炭需求也不斷減少,煤炭產能在之前十年中的大幅擴張帶來了產能過剩問題對煤炭行業(yè)帶來了巨大的影響,煤炭行業(yè)出現(xiàn)了嚴重的供大于求局面,煤炭市場進入了寒冬,煤炭企業(yè)開始面臨更為激烈的市場競爭,2016年中央經濟會議提出了推進結構性改革,推動經濟持續(xù)健康發(fā)展的去產能調結構的戰(zhàn)略部屬。神華準能集團公司是一家以煤炭開采為主,集坑口發(fā)電、鐵路運輸、循環(huán)經濟為一體的大型能源公司,如何在這樣的環(huán)境下進行競爭戰(zhàn)略的選擇,找到適合自身的競爭戰(zhàn)略,以順利在煤炭行業(yè)的劇烈競爭中抓住機遇,創(chuàng)造更大的價值顯得尤為重要。本文運用了西方戰(zhàn)略管理的相關理論,結合神華準集團公司所處的內外部環(huán)境,對公司在煤炭行業(yè)競爭中的優(yōu)勢、劣勢、以及存在的機遇與威脅進行分析,從而得出準能集團公司煤炭競爭戰(zhàn)略的選擇。本文以神華準能集團煤炭競爭戰(zhàn)略為研究對象,在結構上分為三個部分共七個章節(jié)。第一部分主要為緒論及戰(zhàn)略管理理論綜述,對本文研究的目的和意義、研究方法和內容、研究所用到的戰(zhàn)略管理相關理論進行了闡述。第二部分闡述了神華準能集團公司的發(fā)展歷程及所面對的問題,國內及區(qū)域的政策環(huán)境、經濟社會環(huán)境、煤炭行業(yè)發(fā)展的趨勢,同時運用波特五力模型對公司煤炭競爭環(huán)境進行了系統(tǒng)的分析。第三部分運用了SWOT分析法對神華準能集團公司煤炭的優(yōu)勢、劣勢以及存在的機遇與威脅進行分析后選擇出了適合神華準能集團公司的競爭戰(zhàn)略,并給出了實施所選擇競爭戰(zhàn)略的實施與保障措施以及對研究成果做了簡單總結。
[Abstract]:From 2002 to 2012, China's coal industry developed rapidly and coal production increased sharply. In the process of rapid development of the coal industry, a number of coal as the main pillar of the rapid rise of enterprises. However, since 2013, as the domestic economic situation has continued to be depressed, the proportion of clean energy applications has increased year by year, the market share of fossil energy has been continuously squeezed, and the demand for coal has also been decreasing. The huge expansion of coal production capacity in the previous decade has brought about a huge impact on the coal industry due to the problem of overcapacity. The coal industry has experienced a serious oversupply and the coal market has entered a cold winter. Coal companies are beginning to face more fierce market competition, and the 2016 Central Economic Conference proposed a strategy to promote structural reform and promote sustained and healthy economic growth to adjust the structure of production capacity. Shenhua Zhongneng Group Company is a large energy company with coal mining as the main source of electricity, railway transportation and circular economy as a whole. How to choose a competitive strategy in such an environment and find a competitive strategy suitable for itself? In order to smoothly seize the opportunity in the fierce competition in the coal industry, it is particularly important to create greater value. Based on the relevant theories of western strategic management and the internal and external environment of Shenhua Group Company, this paper analyzes the strengths, weaknesses, opportunities and threats of the company in the competition of the coal industry. Thus obtains the quasi-energy group company coal competition strategy choice. This paper takes the coal competition strategy of Shenhua Zhuneng Group as the research object and divides into three parts and seven chapters in structure. The first part is the introduction and the summary of the strategic management theory, the purpose and significance of this study, the research methods and contents, the relevant theories of strategic management used in the research are expounded. The second part expounds the development course and problems faced by Shenhua Zhuneng Group Company, the domestic and regional policy environment, the economic and social environment, and the development trend of the coal industry. At the same time, the paper makes a systematic analysis of the coal competition environment by using Porter's five-force model. The third part uses SWOT analysis method to analyze the strengths, weaknesses, opportunities and threats of Shenhua Zhongneng Group Co., Ltd., and then selects the competitive strategy suitable for Shenhua Zhongneng Group Company. The implementation and safeguard measures of the selected competitive strategy are given, and the research results are summarized briefly.
【學位授予單位】：內蒙古財經大學
【學位級別】：碩士
【學位授予年份】：2017
【分類號】：F426.21

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