本文選題：電建 + SWOT分析�。� 參考：《華中師范大學(xué)》2014年碩士論文

【摘要】：當(dāng)前我國(guó)火電市場(chǎng)受到宏觀經(jīng)濟(jì)和國(guó)家相關(guān)政策調(diào)控影響,市場(chǎng)份額逐漸減小,受?chē)?guó)際氣候組織督促及國(guó)家層面對(duì)于環(huán)境、大氣等污染物的治理日益提高,大型高耗能、污染嚴(yán)重火電項(xiàng)目審批處于“抵制或不予審批”境地,火電施工企業(yè)的道路日益舉步維艱。國(guó)外市場(chǎng)也不容樂(lè)觀,隨著國(guó)外市場(chǎng)風(fēng)險(xiǎn)阻力加強(qiáng),高風(fēng)險(xiǎn)、高人力、高負(fù)擔(dān)成為企業(yè)面臨新的難題。2011年9月,電力主輔分離改革終有定論,中國(guó)電力建設(shè)集團(tuán)和中國(guó)能源建設(shè)集團(tuán)成立,50多家火電施工企業(yè)合并進(jìn)了兩大電建集團(tuán)。HB電建分公司作為一家主力大型火電項(xiàng)目施工企業(yè)被并入了中國(guó)電力建設(shè)集團(tuán)。在新集團(tuán)的引領(lǐng)下,HB電建分公司需要進(jìn)一步轉(zhuǎn)換觀念,振奮精神,夯實(shí)基礎(chǔ),變革創(chuàng)新,拓寬國(guó)內(nèi)和國(guó)際兩個(gè)市場(chǎng)。 如何應(yīng)對(duì)當(dāng)前所處的國(guó)內(nèi)及國(guó)際市場(chǎng)環(huán)境,使得企業(yè)健康可持續(xù)發(fā)展,是所有企業(yè)管理者都需要堅(jiān)強(qiáng)面對(duì)的。本文先用PEST模型分析企業(yè)的宏觀環(huán)境,對(duì)電力建設(shè)行業(yè)的發(fā)展歷程和改革情況做了簡(jiǎn)單闡述并對(duì)電力建設(shè)行業(yè)環(huán)境及兩大集團(tuán)內(nèi)行業(yè)競(jìng)爭(zhēng)進(jìn)行了簡(jiǎn)要分析。然后對(duì)HB電建分公司內(nèi)部的經(jīng)營(yíng)現(xiàn)狀、市場(chǎng)開(kāi)發(fā)戰(zhàn)略定位、當(dāng)前戰(zhàn)略規(guī)劃及主要業(yè)務(wù)發(fā)展情況等方面做了綜合分析和研究,了解了企業(yè)詳細(xì)的內(nèi)部情況及未來(lái)規(guī)劃。通過(guò)SWOT分析法,對(duì)企業(yè)的內(nèi)部?jī)?yōu)勢(shì)與劣勢(shì)、外部機(jī)會(huì)與威脅展開(kāi)了詳盡分析,對(duì)企業(yè)進(jìn)一步的改革和發(fā)展指明了方向。同時(shí),針對(duì)國(guó)際業(yè)務(wù)發(fā)展中常見(jiàn)的風(fēng)險(xiǎn)控制做了深入研究,并提出了相應(yīng)解決方案與措施。最后,根據(jù)電力建設(shè)行業(yè)改革發(fā)展情況和市場(chǎng)變化方向,HB電建分公司應(yīng)遵從新集團(tuán)發(fā)展指導(dǎo)方針,結(jié)合企業(yè)自身的實(shí)際情況準(zhǔn)確把握企業(yè)國(guó)內(nèi)外市場(chǎng)發(fā)展方向,制定適合企業(yè)特點(diǎn)的發(fā)展戰(zhàn)略。 電力施工企業(yè)的發(fā)展無(wú)論是面向國(guó)內(nèi)、國(guó)際,完善內(nèi)部管理、強(qiáng)化內(nèi)部管控、創(chuàng)新管理思路尤為重要。在鞏固傳統(tǒng)產(chǎn)業(yè)市場(chǎng)的同時(shí),創(chuàng)新商業(yè)模式,抓市場(chǎng)、抓管理、抓隊(duì)伍,創(chuàng)品牌,大力優(yōu)化市場(chǎng)結(jié)構(gòu),發(fā)揮區(qū)域優(yōu)勢(shì)。控制合理成本,開(kāi)源節(jié)流,有利于積累資本,有利于項(xiàng)目平穩(wěn)、有序的實(shí)施,有利于形成品牌效應(yīng),有利于企業(yè)轉(zhuǎn)型升級(jí),最終讓HB電建分公司成為電力建設(shè)行業(yè)企業(yè)的標(biāo)桿。針對(duì)上述問(wèn)題,做出戰(zhàn)略制定：國(guó)際化發(fā)展戰(zhàn)略、總包業(yè)務(wù)發(fā)展戰(zhàn)略、多元化發(fā)展戰(zhàn)略,并提出相應(yīng)的戰(zhàn)略舉措：國(guó)際化人才隊(duì)伍建設(shè)、成本管理改革、物資現(xiàn)場(chǎng)管理、管理模式創(chuàng)新,從而實(shí)現(xiàn)企業(yè)戰(zhàn)略目標(biāo)。
[Abstract]:At present, the thermal power market in our country is affected by macroeconomic and relevant national policies, and its market share is gradually reduced. It is urged by the international climate organization and the treatment of pollutants such as the environment and atmosphere at the national level is increasingly improved, and large scale high energy consumption. Serious pollution of thermal power project approval is "boycott or not approved" situation, thermal power construction enterprises increasingly difficult road. The foreign market is also not optimistic, with the foreign market risk resistance strengthened, high risk, high manpower, high burden become a new problem faced by enterprises. In September 2011, the reform of the separation of main and auxiliary power has finally come to a conclusion. China Electric Power Construction Group and China Energy Construction Group have merged more than 50 thermal power construction enterprises into two major power construction groups. HB Power Construction Branch has been incorporated into China Electric Power Construction Group as a major large thermal power project construction enterprise. Under the guidance of the new group, HB Power Construction Branch needs to further change its ideas, invigorate its spirit, consolidate its foundation, reform and innovate, and broaden its domestic and international markets. How to deal with the current domestic and international market environment and make enterprises healthy and sustainable development is the need for all enterprise managers to face strongly. In this paper, PEST model is used to analyze the macro environment of the enterprise, and the development and reform of the electric power construction industry are briefly described, and the environment of the electric power construction industry and the competition between the two groups are briefly analyzed. Then it makes a comprehensive analysis and research on the internal management status, market development strategic positioning, current strategic planning and main business development situation of HB Power Construction Branch, and understands the detailed internal situation and future planning of the enterprise. Through the analysis of SWOT, this paper makes a detailed analysis of the internal strengths and weaknesses, external opportunities and threats of enterprises, and points out the direction of further reform and development of enterprises. At the same time, the common risk control in the development of international business is deeply studied, and the corresponding solutions and measures are put forward. Finally, according to the situation of electric power construction industry reform and development and market change direction, HB electric power construction branch company should comply with the new group development guidelines, and accurately grasp the development direction of domestic and foreign market of enterprises combined with the actual situation of enterprises. Formulate the development strategy suitable for the characteristics of the enterprise. It is very important to perfect internal management, strengthen internal control and innovate management ideas for the development of electric power construction enterprises both at home and abroad. While consolidating the traditional industrial market, we should innovate the business model, grasp the market, manage the team, create the brand, optimize the market structure and give play to the regional advantage. Controlling reasonable cost, opening up sources of income and reducing expenditure are beneficial to the accumulation of capital, to the smooth and orderly implementation of the project, to the formation of brand effect, to the transformation and upgrading of the enterprise, and finally to the HB branch company becoming the benchmark of the electric power construction industry. In view of the above problems, the author makes the strategy: international development strategy, general business development strategy, diversified development strategy, and puts forward the corresponding strategic measures: international talent team building, cost management reform, material field management, The management pattern innovation, thus realizes the enterprise strategic goal.
【學(xué)位授予單位】：華中師范大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類(lèi)號(hào)】：F426.61;F272

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本文編號(hào)：1834067