本文選題：風(fēng)電裝備　切入點：五力模型　出處：《天津大學(xué)》2013年碩士論文　論文類型：學(xué)位論文

【摘要】：近幾年，為了滿足國家對能源的不斷增加的需求，國家大力扶持風(fēng)電行業(yè)的發(fā)展。風(fēng)電裝備制造企業(yè)獲得良好的發(fā)展空間，但是隨著風(fēng)電行業(yè)的飛速發(fā)展，更多的競爭者進入該市場，市場競爭加劇，給產(chǎn)業(yè)內(nèi)現(xiàn)有的企業(yè)帶來了很大的沖擊。這些都對現(xiàn)有風(fēng)電裝備制造企業(yè)的發(fā)展提出了更高的要求。如何制定科學(xué)合理的發(fā)展戰(zhàn)略，在激烈的競爭中脫穎而出，成為現(xiàn)有企業(yè)實現(xiàn)可持續(xù)發(fā)展的迫切需求。 本文在企業(yè)戰(zhàn)略管理的相關(guān)理論的指導(dǎo)下，運用邁克爾·波特教授的五力模型理論以及安德魯斯的SWOT等分析工具和方法，對該公司所處的政治法律、經(jīng)濟、社會文化、科技等宏觀環(huán)境以及行業(yè)環(huán)境進行了深入分析；并應(yīng)用SWOT模型對其內(nèi)部環(huán)境進行了分析，找出了ZK重工集團的外部機會和威脅、內(nèi)部優(yōu)勢和劣勢。本文根據(jù)對內(nèi)外環(huán)境的分析，制定出一套適合ZK重工集團的發(fā)展戰(zhàn)略：實施S-O總體發(fā)展戰(zhàn)略，確定實行總成本領(lǐng)先戰(zhàn)略為主，服務(wù)差異化戰(zhàn)略為輔的競爭戰(zhàn)略。 最后，本論文提出了符合ZK重工集團發(fā)展的戰(zhàn)略選擇以及戰(zhàn)略實施的保障措施，提出了在飛速發(fā)展的風(fēng)電行業(yè)和日益激烈的競爭環(huán)境中，ZK重工集團不能過分依靠擴大生產(chǎn)規(guī)模、建立分廠去發(fā)展企業(yè)，應(yīng)充分利用現(xiàn)有資源和外部環(huán)境優(yōu)勢，通過優(yōu)化重整人力資源配置，構(gòu)建集團公司統(tǒng)一的采購體系，拓寬融資渠道，積極開拓海上風(fēng)電市場，建立完善的營銷和客戶服務(wù)體系，加強企業(yè)文化建設(shè)和實施全面質(zhì)量管理等措施提升集團公司的實力，形成集團公司的核心競爭力。
[Abstract]:In recent years, in order to meet the country's increasing demand for energy, the state has vigorously supported the development of the wind power industry. Wind power equipment manufacturing enterprises have gained a good space for development, but with the rapid development of the wind power industry, As more competitors enter the market, the market competition intensifies, which brings a great impact to the existing enterprises in the industry. All these put forward higher requirements for the development of the existing wind power equipment manufacturing enterprises. How to formulate a scientific and reasonable development strategy, In the fierce competition, it has become the urgent need for the existing enterprises to achieve sustainable development. In this paper, under the guidance of the relevant theories of corporate strategic management, using Professor Michael Porter's five-force model theory and Andrews' SWOT and other analytical tools and methods, the political, legal, economic, social and cultural aspects of the company are discussed. The macro environment and industry environment such as science and technology are deeply analyzed, and the internal environment of ZK heavy Industry Group is analyzed by using SWOT model, and the external opportunities and threats, internal advantages and disadvantages of ZK heavy Industry Group are found out. Based on the analysis of internal and external environment, this paper analyzes the internal and external environment of ZK heavy Industry Group. A set of development strategies suitable for ZK heavy Industry Group was worked out: implement S-O overall development strategy, determine the implementation of total cost leading strategy, service differentiation strategy as a supplement to the competition strategy. Finally, this paper puts forward the strategic choice and the safeguard measures to implement the strategy in line with the development of ZK heavy Industry Group. It is pointed out that in the rapidly developing wind power industry and the increasingly competitive environment, ZK heavy Industry Group can not rely too much on expanding production scale and establishing branch plants to develop enterprises, and should make full use of the advantages of existing resources and external environment. By optimizing the allocation of human resources, constructing a unified purchasing system, broadening financing channels, actively developing the offshore wind power market, and establishing a perfect marketing and customer service system, Strengthen the construction of enterprise culture and implement total quality management and other measures to enhance the strength of the group company, forming the core competitiveness of the group company.
【學(xué)位授予單位】：天津大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F426.4

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