ZS天然氣公司縱向一體化發(fā)展戰(zhàn)略研究
發(fā)布時間：2018-08-22 20:05
【摘要】：近年來,我國天然氣產(chǎn)業(yè)得到迅猛發(fā)展,天然氣行業(yè)競爭日趨激烈。本文重點對從事長輸管道行業(yè)的ZS天然氣公司發(fā)展戰(zhàn)略進行研究,主要研究在天然氣行業(yè)打破壟斷的變革時期,由于公司業(yè)務(wù)內(nèi)容單一,公司經(jīng)營受限于上游氣源的儲量和產(chǎn)能,市場規(guī)模受制于下游市場的開發(fā),公司盈利能力開始下降,同時面臨著新進競爭者搶占市場的威脅等嚴峻形勢,如何調(diào)整公司的發(fā)展戰(zhàn)略以解決這些發(fā)展中的問題是本文研究的背景。本文對ZS天然氣公司的具體情況進行分析,旨在發(fā)掘ZS天然氣公司發(fā)展受限的原因,尋找推動公司長遠發(fā)展的戰(zhàn)略。本文運用PEST分析法、波特五力模型分析法和SWOT分析等戰(zhàn)略管理的相關(guān)理論和分析方法,分析主要圍繞ZS公司的外部環(huán)境和內(nèi)部環(huán)境來進行。主要研究過程是:首先,分析ZS天然氣公司的外部環(huán)境,政治、經(jīng)濟、社會、技術(shù)等方面對于天然氣行業(yè)的發(fā)展都有正面的促進作用。目前的行業(yè)整體競爭結(jié)構(gòu)是壟斷被打破,中游的輸氣管網(wǎng)公司面臨著向上下游環(huán)節(jié)擴張的大好時機。ZS公司所在的地理位置決定了其必須進行相應(yīng)的產(chǎn)業(yè)鏈擴張才能占領(lǐng)市場,提高公司的生存能力。其次,對ZS天然氣公司的內(nèi)部環(huán)境進行研究,從人力資源、組織管理、企業(yè)文化、氣源優(yōu)勢、運營能力和財務(wù)資源等方面進行了分析。提出了ZS公司實施縱向一體化戰(zhàn)略的必要性和可能性。最后,根據(jù)分析結(jié)果,運用縱向一體化理論,就公司如何在業(yè)務(wù)上向產(chǎn)業(yè)鏈前、后向擴張進行了研究,最終提出了后向一體化戰(zhàn)略和前向一體化戰(zhàn)略,同時提出了戰(zhàn)略實施的具體方式、風(fēng)險規(guī)避和保障措施。本文的現(xiàn)實意義在于:天然氣長輸行業(yè)屬于新興行業(yè),目前與之相關(guān)的縱向一體化戰(zhàn)略研究較少。本文的研究,有助于ZS天然氣公司清醒認識內(nèi)、外部環(huán)境,為公司今后的發(fā)展提出縱向一體化的發(fā)展戰(zhàn)略,這對于公司突破單一的業(yè)務(wù)模式,增強公司未來的競爭能力,使得公司在激烈競爭的市場中可以持續(xù)的良性發(fā)展,具有重要的現(xiàn)實意義;而且在一定程度上對其他同類天然氣長輸管道企業(yè)也具有一定的借鑒價值,同時對我國天然氣行業(yè)的健康發(fā)展和推進產(chǎn)業(yè)鏈結(jié)構(gòu)優(yōu)化有一定的現(xiàn)實意義。
[Abstract]:In recent years, China's natural gas industry has been rapid development, natural gas industry competition is becoming increasingly fierce. This paper focuses on the development strategy of ZS Natural Gas Company, which is engaged in long-distance pipeline industry. The operation of the company is limited by the reserves and capacity of the upstream gas source, the market scale is restricted by the development of the downstream market, the profitability of the company begins to decline, and at the same time, it faces a grim situation such as the threat of new competitors taking over the market. How to adjust the company's development strategy to solve these problems is the background of this paper. This paper analyzes the specific situation of ZS Natural Gas Company in order to explore the reasons for the limited development of ZS Natural Gas Company and to find the strategy to promote the company's long-term development. In this paper, PEST analysis, Porter force model analysis, SWOT analysis and other related theories and analysis methods of strategic management are used to analyze the external and internal environment of ZS company. The main research process is as follows: firstly, the external environment, politics, economy, society and technology of ZS Natural Gas Company are analyzed to promote the development of natural gas industry. At present, the overall competitive structure of the industry is that monopoly has been broken. The gas pipeline network companies in the middle reaches face a good opportunity to expand upstream and downstream links. ZS company's geographical location determines that it must expand the corresponding industrial chain in order to occupy the market. Improve the viability of the company. Secondly, the internal environment of ZS Natural Gas Company is studied, including human resource, organization management, enterprise culture, gas source advantage, operation ability and financial resources. The necessity and possibility of implementing vertical integration strategy in ZS Company are put forward. Finally, according to the analysis results, using the vertical integration theory, the paper studies how to expand the business to the industry chain, and finally puts forward the backward integration strategy and the forward integration strategy. At the same time, it puts forward the specific ways of implementing the strategy, risk aversion and safeguard measures. The practical significance of this paper is that the gas transportation industry is a new industry, and there are few researches on vertical integration strategy. The research in this paper is helpful for ZS Gas Company to realize the internal and external environment, and to put forward the vertical integration development strategy for the future development of the company, which is helpful for the company to break through the single business model and enhance the company's future competitive ability. Make the company in the fierce competition in the market can continue to develop benign, has important practical significance, and to a certain extent to other similar gas pipeline enterprises also have certain reference value, At the same time, it has certain practical significance for the healthy development of natural gas industry and the optimization of industrial chain structure.
【學(xué)位授予單位】：東北農(nóng)業(yè)大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2015
【分類號】：F426.22;F272
本文編號：2198168
[Abstract]:In recent years, China's natural gas industry has been rapid development, natural gas industry competition is becoming increasingly fierce. This paper focuses on the development strategy of ZS Natural Gas Company, which is engaged in long-distance pipeline industry. The operation of the company is limited by the reserves and capacity of the upstream gas source, the market scale is restricted by the development of the downstream market, the profitability of the company begins to decline, and at the same time, it faces a grim situation such as the threat of new competitors taking over the market. How to adjust the company's development strategy to solve these problems is the background of this paper. This paper analyzes the specific situation of ZS Natural Gas Company in order to explore the reasons for the limited development of ZS Natural Gas Company and to find the strategy to promote the company's long-term development. In this paper, PEST analysis, Porter force model analysis, SWOT analysis and other related theories and analysis methods of strategic management are used to analyze the external and internal environment of ZS company. The main research process is as follows: firstly, the external environment, politics, economy, society and technology of ZS Natural Gas Company are analyzed to promote the development of natural gas industry. At present, the overall competitive structure of the industry is that monopoly has been broken. The gas pipeline network companies in the middle reaches face a good opportunity to expand upstream and downstream links. ZS company's geographical location determines that it must expand the corresponding industrial chain in order to occupy the market. Improve the viability of the company. Secondly, the internal environment of ZS Natural Gas Company is studied, including human resource, organization management, enterprise culture, gas source advantage, operation ability and financial resources. The necessity and possibility of implementing vertical integration strategy in ZS Company are put forward. Finally, according to the analysis results, using the vertical integration theory, the paper studies how to expand the business to the industry chain, and finally puts forward the backward integration strategy and the forward integration strategy. At the same time, it puts forward the specific ways of implementing the strategy, risk aversion and safeguard measures. The practical significance of this paper is that the gas transportation industry is a new industry, and there are few researches on vertical integration strategy. The research in this paper is helpful for ZS Gas Company to realize the internal and external environment, and to put forward the vertical integration development strategy for the future development of the company, which is helpful for the company to break through the single business model and enhance the company's future competitive ability. Make the company in the fierce competition in the market can continue to develop benign, has important practical significance, and to a certain extent to other similar gas pipeline enterprises also have certain reference value, At the same time, it has certain practical significance for the healthy development of natural gas industry and the optimization of industrial chain structure.
【學(xué)位授予單位】：東北農(nóng)業(yè)大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2015
【分類號】：F426.22;F272
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