DFE電力設(shè)備公司發(fā)展戰(zhàn)略研究
發(fā)布時間：2018-10-24 19:04
【摘要】：經(jīng)過多年高速發(fā)展,中國經(jīng)濟已經(jīng)從改革開放初期的“短缺經(jīng)濟”發(fā)展到了現(xiàn)在的“買方市場”時代。順應(yīng)資本的發(fā)展規(guī)律,在經(jīng)濟發(fā)展過程中,各行各業(yè)都出現(xiàn)了各種各樣的帶有壟斷性質(zhì)的龐然大物。 電力行業(yè)作為關(guān)系著國計民生的基礎(chǔ)性公用事業(yè)之一,長久以來一直由國家統(tǒng)一經(jīng)營。中國先后進行過三次電力改革,分別是發(fā)端于1985年的電力投資主體多元化改革；1997年公司制改革成立國家電力公司和2002年又拆分國家電力公司成立華能、華電、國電、大唐、中電投五大發(fā)電集團和國家電網(wǎng)和南方電網(wǎng)兩大電網(wǎng)公司。 電力系統(tǒng)是分為發(fā)電、輸電、配電、變電、用電等環(huán)節(jié),由于電能的特性,難以被經(jīng)濟地大規(guī)模儲存,因此電力的生產(chǎn)和消費幾乎是同時進行的,電網(wǎng)是連在一起切實時平衡的動態(tài)整體。一般認(rèn)為輸電網(wǎng)是屬于自然壟斷屬性的。中國雖然進行了數(shù)次電力改革,也在廠網(wǎng)分開等領(lǐng)域收獲了一些成果,但對于電網(wǎng),尤其是輸電和配電環(huán)節(jié)的壟斷始終沒有打破。這樣電網(wǎng)公司面對發(fā)電廠、電力設(shè)備商時是唯一的買方,面對用電客戶時又是唯一的賣方,是典型的雙向壟斷企業(yè)。 國內(nèi)電力二次設(shè)備的主要廠家主要有國電南瑞、國電南自、南瑞繼保、深圳南瑞、許繼電氣、積成電子、電科院、四方股份、DFE公司、長園集團等。其中國電南自是華電集團旗下企業(yè),國電南瑞、深圳南瑞、國網(wǎng)電科院、積成電子等具有電力行業(yè)系統(tǒng)內(nèi)背景的公司,此外的四方股份、DFE公司、電科院、長園集團等不具有電力行業(yè)系統(tǒng)背景。2009年,為進一步完善旗下電力設(shè)備供應(yīng)商體系,國家電網(wǎng)公司收購了許繼電氣和平高電氣,進一步強化了壟斷地位,這一激起軒然大波,招致非議四起。 本文作者供職的DFE公司主要從事電力二次設(shè)備制造,作為缺乏電力行業(yè)內(nèi)的背景的設(shè)備供應(yīng)商,在電網(wǎng)公司日益加強的壟斷壓力下,在市場競爭中生存日益艱難。在這種情況下,為DFE 本文通過PEST分析、六力模型分析、POWER SWOT分析、價值鏈分析等工具和方法的分析和研究,為DFE公司制定了一個發(fā)展戰(zhàn)略。其要點為：一是盡力維持和鞏固現(xiàn)有國內(nèi)的電力設(shè)備市場,維持公司現(xiàn)金流；二是利用技術(shù)領(lǐng)先和成本低的優(yōu)勢開拓新興市場和欠發(fā)達國家的電力設(shè)備市場,實行國際化發(fā)展戰(zhàn)略；三是大力開拓用電側(cè)客戶市場,減輕對電網(wǎng)公司需求的依賴,規(guī)避壟斷壓力,尋找新的增長級來求得發(fā)展。
[Abstract]:After years of rapid development, China's economy has developed from the "shortage economy" in the early stage of reform and opening up to the "buyer's market" era. In accordance with the law of capital development, in the process of economic development, a variety of monopolistic behemoths appear in various industries. As one of the basic public utilities related to the national economy and the people's livelihood, the electric power industry has long been operated uniformly by the state. China has successively carried out three electric power reforms, one after another, the diversified reform of the power investment body, which began in 1985, the establishment of the State Power Company in 1997 and the establishment of Huaneng, Huadian, Guodian, Datang and Datang in 2002. CLP five major power generation groups and State Grid and Southern Power Grid two major grid companies. The power system is divided into power generation, transmission, distribution, power transformation, electricity consumption and other links. Because of the characteristics of electricity, it is difficult to store it economically on a large scale, so the production and consumption of electricity are carried out at almost the same time. The grid is a dynamic whole that is balanced when connected. It is generally believed that the transmission network belongs to the nature of monopoly. Although China has carried out several electric power reforms and gained some achievements in such fields as separation of power plants and power lines, the monopoly on power grids, especially transmission and distribution links, has never been broken. In this way, the power grid company is the only buyer when facing the power plant, and the only seller when facing the power customer. It is a typical two-way monopoly enterprise. The main manufacturers of secondary power equipment in China are Nanrui, Nanji, Nanrui, Xu Ji, Jicheng Electronics, Electric Science Institute, Sifang shares, DFE Company, Changyuan Group and so on. Among them, Guodian Nanan is a company owned by Huadian Group, Guodian Nanrui, Shenzhen Nanrui, State Network Power Research Institute, Jicheng Electronics and other companies with background in the power industry system. In addition, Sifang shares, DFE Company, Electric Science Institute, Changyuan Group and others do not have a background in power industry systems. In 2009, in order to further improve its power equipment supplier system, State Grid Company acquired Xu Ji Electric and Pinggao Electric, further strengthening its monopoly position. This caused a great uproar. Attracted criticism from all sides. DFE Company, which the author works for, is mainly engaged in the manufacturing of secondary power equipment. As an equipment supplier lacking the background in the electric power industry, it is increasingly difficult to survive in the market competition under the increasing monopoly pressure of the power grid companies. In this case, through the analysis and research of tools and methods such as PEST analysis, six-force model analysis, POWER SWOT analysis, value chain analysis and so on, this paper makes a development strategy for DFE Company. The main points are: first, to try to maintain and consolidate the existing domestic power equipment market and to maintain the company's cash flow; and second, to exploit the advantages of leading technology and low cost to develop the power equipment markets in emerging markets and less developed countries. The third is to develop the customer market on the power side, reduce the dependence on the demand of the power grid company, avoid the monopoly pressure, and look for the new growth level to obtain the development.
【學(xué)位授予單位】：山東大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F272;F426.61
本文編號：2292278
[Abstract]:After years of rapid development, China's economy has developed from the "shortage economy" in the early stage of reform and opening up to the "buyer's market" era. In accordance with the law of capital development, in the process of economic development, a variety of monopolistic behemoths appear in various industries. As one of the basic public utilities related to the national economy and the people's livelihood, the electric power industry has long been operated uniformly by the state. China has successively carried out three electric power reforms, one after another, the diversified reform of the power investment body, which began in 1985, the establishment of the State Power Company in 1997 and the establishment of Huaneng, Huadian, Guodian, Datang and Datang in 2002. CLP five major power generation groups and State Grid and Southern Power Grid two major grid companies. The power system is divided into power generation, transmission, distribution, power transformation, electricity consumption and other links. Because of the characteristics of electricity, it is difficult to store it economically on a large scale, so the production and consumption of electricity are carried out at almost the same time. The grid is a dynamic whole that is balanced when connected. It is generally believed that the transmission network belongs to the nature of monopoly. Although China has carried out several electric power reforms and gained some achievements in such fields as separation of power plants and power lines, the monopoly on power grids, especially transmission and distribution links, has never been broken. In this way, the power grid company is the only buyer when facing the power plant, and the only seller when facing the power customer. It is a typical two-way monopoly enterprise. The main manufacturers of secondary power equipment in China are Nanrui, Nanji, Nanrui, Xu Ji, Jicheng Electronics, Electric Science Institute, Sifang shares, DFE Company, Changyuan Group and so on. Among them, Guodian Nanan is a company owned by Huadian Group, Guodian Nanrui, Shenzhen Nanrui, State Network Power Research Institute, Jicheng Electronics and other companies with background in the power industry system. In addition, Sifang shares, DFE Company, Electric Science Institute, Changyuan Group and others do not have a background in power industry systems. In 2009, in order to further improve its power equipment supplier system, State Grid Company acquired Xu Ji Electric and Pinggao Electric, further strengthening its monopoly position. This caused a great uproar. Attracted criticism from all sides. DFE Company, which the author works for, is mainly engaged in the manufacturing of secondary power equipment. As an equipment supplier lacking the background in the electric power industry, it is increasingly difficult to survive in the market competition under the increasing monopoly pressure of the power grid companies. In this case, through the analysis and research of tools and methods such as PEST analysis, six-force model analysis, POWER SWOT analysis, value chain analysis and so on, this paper makes a development strategy for DFE Company. The main points are: first, to try to maintain and consolidate the existing domestic power equipment market and to maintain the company's cash flow; and second, to exploit the advantages of leading technology and low cost to develop the power equipment markets in emerging markets and less developed countries. The third is to develop the customer market on the power side, reduce the dependence on the demand of the power grid company, avoid the monopoly pressure, and look for the new growth level to obtain the development.
【學(xué)位授予單位】：山東大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F272;F426.61
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