本文選題：攀煤公司 + 發(fā)展戰(zhàn)略��； 參考：《四川師范大學(xué)》2017年碩士論文

【摘要】：在國有企業(yè)改革進(jìn)一步大力推進(jìn)的背景下,特別是2015年9月13日,中共中央、國務(wù)院頒布《中共中央、國務(wù)院關(guān)于深化國有企業(yè)改革的指導(dǎo)意見》以來,國有企業(yè)改革進(jìn)入新的階段。2008年金融危機(jī)以來,中國經(jīng)濟(jì)發(fā)展進(jìn)入新常態(tài),中國經(jīng)濟(jì)增速從高速增長向中高速轉(zhuǎn)變,全球主要工業(yè)品價(jià)格大幅下跌,煤炭產(chǎn)品也未能幸免,國內(nèi)煤炭產(chǎn)業(yè)進(jìn)入去產(chǎn)能的深度調(diào)整期。面對(duì)如此嚴(yán)竣的經(jīng)濟(jì)形勢(shì)和市場(chǎng)形勢(shì),煤炭企業(yè)如何戰(zhàn)勝困難,改革發(fā)展,走出一條企業(yè)可持續(xù)發(fā)展的成功之路,是攀煤公司當(dāng)前面臨的最迫切的問題。攀煤公司始建于1964年,1998年由原煤炭部下放地方管理,由此,攀煤公司開始從計(jì)劃經(jīng)濟(jì)進(jìn)入市場(chǎng)經(jīng)濟(jì),自身面對(duì)市場(chǎng)。從上個(gè)世紀(jì)末的煤炭企業(yè)困境,到煤炭黃金十年的發(fā)展,再到目前煤炭行業(yè)產(chǎn)能過剩,企業(yè)連續(xù)5年巨額虧損,攀煤公司產(chǎn)業(yè)發(fā)展實(shí)現(xiàn)多元化,但各產(chǎn)業(yè)效益低,尤其是煤炭主業(yè)效率低,人員多,歷史包袱重,財(cái)務(wù)狀況極差,主要靠銀行借款等負(fù)債經(jīng)營,企業(yè)發(fā)展面臨諸多問題和困難。在新常態(tài)背景下,如何抓住機(jī)遇,認(rèn)清形勢(shì),抓住問題關(guān)鍵,優(yōu)勝劣汰,制定行之有效的企業(yè)發(fā)展戰(zhàn)略,加快企業(yè)升級(jí)轉(zhuǎn)型,是企業(yè)勝敗興衰的關(guān)鍵。本文運(yùn)用戰(zhàn)略管理相關(guān)理論知識(shí),使用波特五力模型分析和SWOT分析方法,深入分析攀煤公司的歷史與現(xiàn)狀、內(nèi)外環(huán)境,以及優(yōu)勢(shì)和劣勢(shì),總結(jié)攀煤公司核心競爭力的競爭策略,從企業(yè)管理、結(jié)構(gòu)調(diào)整和企業(yè)文化等方面闡述攀煤公司的發(fā)展目標(biāo),從業(yè)務(wù)發(fā)展戰(zhàn)略、資本運(yùn)營戰(zhàn)略和成本優(yōu)先戰(zhàn)略等方面擬定攀煤公司的戰(zhàn)略選擇方向,從法人治理結(jié)構(gòu)的進(jìn)一步完善、全面預(yù)算管理的全面實(shí)施、財(cái)務(wù)控制體系的建立和人力資源保障等方面制定攀煤公司戰(zhàn)略實(shí)施的保障體系。本論文目的在于通過對(duì)攀煤公司發(fā)展戰(zhàn)略的研究,為攀煤公司的戰(zhàn)略制定、產(chǎn)業(yè)升級(jí)和轉(zhuǎn)型發(fā)展提供一定的借鑒意義。
[Abstract]:In the context of further efforts to promote the reform of state-owned enterprises, especially since September 13, 2015, when the CPC Central Committee and the State Council promulgated the "Central Committee of the CPC, the State Council's guiding opinions on deepening the Reform of State-owned Enterprises," The reform of state-owned enterprises has entered a new stage. Since the 2008 financial crisis, China's economic development has entered a new normal. China's economic growth rate has changed from high to medium high speed. The prices of major industrial products in the world have fallen sharply, and coal products have not been spared. Domestic coal industry into the depth of capacity adjustment period. Faced with such a severe economic situation and market situation, how to overcome difficulties, reform and development, and find a successful road to sustainable development of enterprises is the most urgent problem faced by Panpani Coal Company at present. The Panpani Coal Company was founded in 1964 and was managed by the former Ministry of Coal under local management in 1998. As a result, the company began to enter the market economy from the planned economy and face the market itself. From the plight of coal enterprises at the end of the last century to the development of coal in the golden decade, and to the overcapacity of the coal industry at present, the enterprises have made huge losses for five consecutive years, the development of coal companies has diversified, but the benefits of each industry are low. Especially the coal main business efficiency is low, the personnel is many, the history burden is heavy, the financial condition is extremely bad, mainly depends on the bank loan and so on debt management, the enterprise development faces many problems and difficulties. Under the background of the new normal, how to seize the opportunity, recognize the situation, grasp the key of the problem, win the survival of the inferior, formulate the effective enterprise development strategy and speed up the enterprise upgrade and transformation are the key to the success or failure of the enterprise. Using the theory knowledge of strategic management, using Porter's five-force model analysis and SWOT analysis method, this paper analyzes the history and present situation, internal and external environment, advantages and disadvantages of Panpani Coal Company, and summarizes the competitive strategy of the core competence of Panpani Coal Company. From the aspects of enterprise management, structure adjustment and enterprise culture, this paper expounds the development goals of Panpancoal Company, and draws up the strategic choice direction of Panpancoal Company from the aspects of business development strategy, capital operation strategy and cost priority strategy, etc. From the aspects of the further improvement of the corporate governance structure, the overall implementation of the overall budget management, the establishment of the financial control system and the guarantee of human resources, the paper formulates the security system for the implementation of the strategy of Panban Coal Company. The purpose of this paper is to study the development strategy of Panpani Coal Company, and to provide some reference significance for the strategy formulation, industrial upgrading and transformation development of Pan Coal Company.
【學(xué)位授予單位】：四川師范大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F426.21;F272

【參考文獻(xiàn)】

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本文編號(hào)：1931412