A天然氣有限責(zé)任公司發(fā)展戰(zhàn)略研究
發(fā)布時(shí)間：2018-10-22 17:24
【摘要】：近幾十年來(lái),中國(guó)各類制造產(chǎn)業(yè)獲得了快速的發(fā)展,由此帶動(dòng)了國(guó)內(nèi)經(jīng)濟(jì)發(fā)展和對(duì)外進(jìn)出口貿(mào)易的高速擴(kuò)張,中國(guó)制造的各類商品遍布世界各地。但是伴隨著上述產(chǎn)業(yè)經(jīng)濟(jì)的發(fā)展,中國(guó)對(duì)于煤炭石油等化石類基礎(chǔ)燃料能源的需求大幅度增加,其中煤炭能源使用量占據(jù)總能量消耗的72%,而煤炭能源的大量使用隨之帶來(lái)的環(huán)境污染問(wèn)題也日益嚴(yán)重。在中國(guó)經(jīng)濟(jì)發(fā)展轉(zhuǎn)型的新常態(tài)時(shí)期,國(guó)家為了達(dá)到在經(jīng)濟(jì)增長(zhǎng)的同時(shí),改善效益,解決污染問(wèn)題的戰(zhàn)略目標(biāo),推出加大清潔高效能源的推廣和應(yīng)用力度的政策,由此為地處東部沿海城市的A天然氣有限責(zé)任公司(以下簡(jiǎn)稱A公司)帶來(lái)了機(jī)遇與挑戰(zhàn)并存的發(fā)展前景,而能否順應(yīng)其潮流謀取發(fā)展之機(jī)將取決于A公司的經(jīng)營(yíng)戰(zhàn)略是否符合內(nèi)外經(jīng)營(yíng)環(huán)境的實(shí)際需要和實(shí)施的過(guò)程是否恰當(dāng)。本文作者從該公司經(jīng)營(yíng)管理者的角度對(duì)如何改進(jìn)和提升A公司的經(jīng)營(yíng)戰(zhàn)略管理問(wèn)題進(jìn)行了相關(guān)的研討。文中運(yùn)用PEST分析模型、波特五力模型、SWOT矩陣分析等理論／分析方法對(duì)A公司的外部、內(nèi)部經(jīng)營(yíng)環(huán)境進(jìn)行了全面深入的分析,研討了SO戰(zhàn)略、WO戰(zhàn)略、ST戰(zhàn)略、WT戰(zhàn)略模式的優(yōu)劣,在此基礎(chǔ)上制定出本公司擬選的兩個(gè)發(fā)展戰(zhàn)略方案,并經(jīng)過(guò)進(jìn)一步的分析研討,提出此階段A公司適合采用密集型發(fā)展性的公司發(fā)展戰(zhàn)略,而在公司營(yíng)銷策略上相應(yīng)地采用市場(chǎng)滲透策略和市場(chǎng)開發(fā)策略并舉的措施。即一方面是在現(xiàn)有經(jīng)營(yíng)范圍內(nèi),立足于現(xiàn)有產(chǎn)品,加大銷售力度,充分調(diào)動(dòng)既有市場(chǎng)潛在需求。另一方面是立足于現(xiàn)有產(chǎn)品和服務(wù),擴(kuò)大經(jīng)營(yíng)范圍,開拓新市場(chǎng)的策略。A公司采用密集型發(fā)展戰(zhàn)略及其相應(yīng)的營(yíng)銷策略建議方案實(shí)施后效果明顯。進(jìn)一步提高A公司的行業(yè)競(jìng)爭(zhēng)力,增加了公司的經(jīng)營(yíng)效益,同時(shí)取得了保障區(qū)域經(jīng)濟(jì)發(fā)展的能源供給,優(yōu)化區(qū)域內(nèi)社會(huì)能源結(jié)構(gòu),推進(jìn)全社會(huì)的節(jié)能減排,逐步改善環(huán)境污染等等社會(huì)效益。
[Abstract]:In recent decades, all kinds of manufacturing industries in China have achieved rapid development, which has led to the rapid expansion of domestic economic development and foreign import and export trade, and all kinds of goods made in China have spread all over the world. However, with the development of the above-mentioned industrial economy, China's demand for fossil basic fuel energy such as coal and oil has increased substantially. The use of coal energy accounts for 72% of the total energy consumption, and the environmental pollution caused by the extensive use of coal energy is becoming more and more serious. In the new normal period of China's economic development and transformation, in order to achieve the strategic goal of improving economic efficiency and solving pollution problems at the same time of economic growth, the state has put forward policies to increase the promotion and application of clean and efficient energy. As a result, A Natural Gas Co., Ltd. (hereinafter referred to as "A Company"), which is located in the eastern coastal city, has brought the development prospect of both opportunities and challenges. Whether the company can adapt to the trend of its development will depend on whether the company's business strategy meets the actual needs of the internal and external business environment and whether the process of implementation is appropriate. In this paper, the author discusses how to improve and improve the management strategy of company A from the point of view of the management manager of the company. In this paper, PEST analysis model, Porter's five forces model, SWOT matrix analysis and other theories / analysis methods are used to analyze the external and internal management environment of A Company, and the advantages and disadvantages of SO strategy, WO strategy, ST strategy and WT strategic model are discussed. On the basis of this, we draw up two development strategies that our company intends to choose, and through further analysis and discussion, we propose that company A is suitable for adopting intensive development strategy at this stage. In the company marketing strategy, the corresponding measures of market penetration strategy and market development strategy. That is, on the one hand, in the existing business scope, based on existing products, increase sales, fully mobilize the existing market potential demand. On the other hand, based on the existing products and services, the strategy of expanding the scope of operation and opening up new markets. To further improve the industry competitiveness of Company A, to increase the company's operating efficiency, at the same time to secure the energy supply for regional economic development, to optimize the social energy structure in the region, and to promote energy conservation and emission reduction in the whole society. Gradually improve environmental pollution and other social benefits.
【學(xué)位授予單位】：陜西師范大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2016
【分類號(hào)】：F426.22;F272
本文編號(hào)：2287818
[Abstract]:In recent decades, all kinds of manufacturing industries in China have achieved rapid development, which has led to the rapid expansion of domestic economic development and foreign import and export trade, and all kinds of goods made in China have spread all over the world. However, with the development of the above-mentioned industrial economy, China's demand for fossil basic fuel energy such as coal and oil has increased substantially. The use of coal energy accounts for 72% of the total energy consumption, and the environmental pollution caused by the extensive use of coal energy is becoming more and more serious. In the new normal period of China's economic development and transformation, in order to achieve the strategic goal of improving economic efficiency and solving pollution problems at the same time of economic growth, the state has put forward policies to increase the promotion and application of clean and efficient energy. As a result, A Natural Gas Co., Ltd. (hereinafter referred to as "A Company"), which is located in the eastern coastal city, has brought the development prospect of both opportunities and challenges. Whether the company can adapt to the trend of its development will depend on whether the company's business strategy meets the actual needs of the internal and external business environment and whether the process of implementation is appropriate. In this paper, the author discusses how to improve and improve the management strategy of company A from the point of view of the management manager of the company. In this paper, PEST analysis model, Porter's five forces model, SWOT matrix analysis and other theories / analysis methods are used to analyze the external and internal management environment of A Company, and the advantages and disadvantages of SO strategy, WO strategy, ST strategy and WT strategic model are discussed. On the basis of this, we draw up two development strategies that our company intends to choose, and through further analysis and discussion, we propose that company A is suitable for adopting intensive development strategy at this stage. In the company marketing strategy, the corresponding measures of market penetration strategy and market development strategy. That is, on the one hand, in the existing business scope, based on existing products, increase sales, fully mobilize the existing market potential demand. On the other hand, based on the existing products and services, the strategy of expanding the scope of operation and opening up new markets. To further improve the industry competitiveness of Company A, to increase the company's operating efficiency, at the same time to secure the energy supply for regional economic development, to optimize the social energy structure in the region, and to promote energy conservation and emission reduction in the whole society. Gradually improve environmental pollution and other social benefits.
【學(xué)位授予單位】：陜西師范大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2016
【分類號(hào)】：F426.22;F272
【相似文獻(xiàn)】
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1 沈年;A天然氣有限責(zé)任公司發(fā)展戰(zhàn)略研究[D];陜西師范大學(xué);2016年
，本文編號(hào)：2287818
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