發(fā)布時(shí)間：2018-02-04 16:05

  本文關(guān)鍵詞： 風(fēng)電產(chǎn)業(yè) 五力模型 SWOT 戰(zhàn)略　出處：《西南交通大學(xué)》2014年碩士論文　論文類(lèi)型：學(xué)位論文

【摘要】：2005年開(kāi)始,國(guó)家大力倡導(dǎo)以風(fēng)力發(fā)電為主的可再生能源發(fā)電,風(fēng)電產(chǎn)業(yè)經(jīng)過(guò)了5年的快速井噴的繁榮期,很快又步入了長(zhǎng)達(dá)4年寒冬期。產(chǎn)業(yè)大起大落,競(jìng)爭(zhēng)的壓力和市場(chǎng)環(huán)境的不確定性,迫使行業(yè)內(nèi)的從業(yè)者不得不重新審視自己的戰(zhàn)略定位,重新確立自己的優(yōu)勢(shì)資源和發(fā)展方向,以快速、有效地配置企業(yè)資源,建立可持續(xù)發(fā)展競(jìng)爭(zhēng)優(yōu)勢(shì)。DQ公司成立于1965年,是一家長(zhǎng)期從事發(fā)電設(shè)備研制的大型國(guó)有骨干企業(yè)。公司準(zhǔn)確預(yù)測(cè)并抓住了風(fēng)電市場(chǎng)繁榮的機(jī)會(huì),步入風(fēng)電產(chǎn)業(yè),收獲了5年行業(yè)繁榮的果實(shí),也在4年的寒冬期內(nèi)苦苦掙扎求存,積累了豐富的經(jīng)驗(yàn)和教訓(xùn)。目前,DQ公司正處于戰(zhàn)略重樹(shù)期,必須重新審視自己的核心資源和能力,明確自己的優(yōu)勢(shì)和劣勢(shì),在充分了解和把握行業(yè)需求及外部競(jìng)爭(zhēng)環(huán)境變化出現(xiàn)的機(jī)會(huì)和威脅后,對(duì)戰(zhàn)略進(jìn)行重新思考和定位。本文結(jié)合戰(zhàn)略管理的有關(guān)理論和方法,對(duì)DQ公司在風(fēng)電行業(yè)中的起步進(jìn)入、騰飛成因、低谷成因及在風(fēng)電產(chǎn)業(yè)價(jià)值鏈中的位置和措施,得出DQ公司在風(fēng)電行業(yè)中優(yōu)勢(shì)和劣勢(shì)。本文重點(diǎn)分析了風(fēng)電產(chǎn)業(yè)面臨的產(chǎn)業(yè)環(huán)境,得出風(fēng)電產(chǎn)業(yè)存在著巨大的市場(chǎng)需求；用五力模型分析方法考察DQ公司的外部競(jìng)爭(zhēng)環(huán)境�？傮w判斷為風(fēng)電產(chǎn)業(yè)將從起步騰飛階段的虛假繁榮和后續(xù)低谷階段的嚴(yán)厲寒冬,步入“新常態(tài)”,即有持續(xù)穩(wěn)定的市場(chǎng)需求,也有高性能產(chǎn)品、高效經(jīng)營(yíng)、融資方面的顯性威脅。本文用SWOT分析方法,考察市場(chǎng)的機(jī)會(huì)和威脅,結(jié)合DQ公司內(nèi)部的優(yōu)勢(shì)和劣勢(shì),給出了四種戰(zhàn)略選擇,即SO增長(zhǎng)型戰(zhàn)略選擇、WO扭轉(zhuǎn)型戰(zhàn)略選擇、ST應(yīng)對(duì)型戰(zhàn)略選擇及WT型防御型戰(zhàn)略選擇�？紤]到市場(chǎng)出現(xiàn)的“新常態(tài)”的機(jī)會(huì)大于威脅,公司內(nèi)部的優(yōu)勢(shì)明顯,建議DQ公司采取增長(zhǎng)型和扭轉(zhuǎn)型相結(jié)合的戰(zhàn)略。并給出了5項(xiàng)戰(zhàn)略措施建議及實(shí)施戰(zhàn)略的支撐條件。
[Abstract]:Since 2005, the country has strongly advocated renewable energy generation based on wind power generation. After five years of rapid blowout boom period, wind power industry has entered into a cold winter period of up to 4 years. Industry ups and downs. The pressure of competition and the uncertainty of market environment force the practitioners in the industry to re-examine their strategic positioning, re-establish their own advantage resources and development direction in order to quickly. In 1965, DQ Company was established to effectively allocate enterprise resources and establish sustainable development competitive advantage. Is a long-term engaged in the development of power generation equipment large state-owned backbone enterprises. The company accurately forecast and seize the opportunity of wind power market prosperity, into the wind power industry, harvest the fruits of five years of industry prosperity. Also in the winter of 4 years struggling to survive, accumulated a wealth of experience and lessons. At present, the DQ company is in a strategic re-tree period, we must re-examine their core resources and capabilities. Clear their strengths and weaknesses, in full understanding and grasp the industry needs and external competitive environment changes in the opportunities and threats. Combined with the theory and method of strategic management, this paper analyzes the causes of DQ company's starting and taking off in wind power industry. The causes of the valley and the position and measures in the wind power industry value chain, the DQ company in the wind power industry advantages and disadvantages. This paper focuses on the analysis of the wind power industry facing the industrial environment. It is concluded that there is a huge market demand in wind power industry. The external competitive environment of DQ Company is investigated by the method of five-force model analysis. The overall judgment is that the wind power industry will enter the "new normal" from the false prosperity in the initial stage and the severe winter in the following low stage. Not only there is a sustained and stable market demand, but also there are high performance products, efficient management, financing aspects of the dominant threat. This paper uses SWOT analysis method to investigate the opportunities and threats of the market. Combined with the internal strengths and weaknesses of DQ Company, four strategic choices are given, namely so growth strategic choice and WO twisting strategic choice. St coping strategic choice and WT defensive strategic choice. Considering that the opportunity of "new normal" in the market is greater than the threat, the internal advantage of the company is obvious. It is suggested that DQ adopt the strategy of combination of growth type and twist type. Five strategic measures and the supporting conditions for implementing the strategy are also given.
【學(xué)位授予單位】：西南交通大學(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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