JL石油服務(wù)公司發(fā)展戰(zhàn)略研究
發(fā)布時(shí)間：2019-04-15 11:48
【摘要】：JL石油服務(wù)公司前身是1999年總公司下屬油公司改制上市，原地區(qū)公司機(jī)關(guān)人員、后勤服務(wù)和海上各類監(jiān)督等人員分流到地區(qū)公司所屬實(shí)業(yè)公司。2005年1月，按照總公司的二級(jí)集團(tuán)公司的重組思路，，地區(qū)公司所屬實(shí)業(yè)公司的各類為油氣田服務(wù)的監(jiān)督人員為骨干成立了JL石油服務(wù)公司（以下簡(jiǎn)稱JL公司）。JL公司是以提供監(jiān)督技術(shù)、大修及井下技術(shù)、油田工具服務(wù)、多功能支持平臺(tái)、鉆完井環(huán)保服務(wù)等為主的經(jīng)營(yíng)性分公司，屬于總公司下二級(jí)集團(tuán)公司支柱型（核心）產(chǎn)業(yè)。 本文對(duì)研究的背景和研究的意義，以及國(guó)內(nèi)、國(guó)際的研究現(xiàn)狀進(jìn)行了分析說明，同時(shí)對(duì)企業(yè)的戰(zhàn)略及戰(zhàn)略的管理進(jìn)行了闡述。文章結(jié)合作者自身的工作經(jīng)歷及所在單位的實(shí)際情況，對(duì)JL公司所處的戰(zhàn)略宏觀環(huán)境，運(yùn)用pest模型，從政治、經(jīng)濟(jì)、社會(huì)文化和技術(shù)環(huán)境四個(gè)維度進(jìn)行了分析。通過宏觀環(huán)境分析，總結(jié)出宏觀環(huán)境對(duì)本企業(yè)的發(fā)展是機(jī)遇大于挑戰(zhàn)，當(dāng)前宏觀環(huán)境對(duì)石油企業(yè)總體向好，公司需要緊緊把握大環(huán)境，在機(jī)遇中不斷發(fā)展壯大公司產(chǎn)業(yè)。采用波特五力模型，對(duì)該行業(yè)的競(jìng)爭(zhēng)性、競(jìng)爭(zhēng)者分析，公司的競(jìng)爭(zhēng)實(shí)力屬于中等水平，需要不斷提升技術(shù)水平、緊緊圍繞差異化發(fā)展戰(zhàn)略，提升公司的核心競(jìng)爭(zhēng)力。合理的使用外部因素評(píng)價(jià)矩陣工具、內(nèi)部因素評(píng)價(jià)矩陣工具和SWOT矩陣工具，描繪出公司的可行戰(zhàn)略及發(fā)展愿景。強(qiáng)化產(chǎn)業(yè)的核心競(jìng)爭(zhēng)力，建成支撐公司持續(xù)發(fā)展的產(chǎn)業(yè)體系，提升自主產(chǎn)權(quán)的技術(shù)和工具創(chuàng)新能力，建設(shè)成能為清潔能源提供增值服務(wù)的技術(shù)服務(wù)公司。
[Abstract]:JL Petroleum Services Co., Ltd., formerly a subsidiary of the General Company in 1999, was restructured and listed, and personnel of the former regional company's organs, logistics services and various kinds of supervision at sea were diverted to the industrial companies belonging to the regional companies. January 2005, According to the idea of reorganization of the second class group company of the head office, all kinds of supervisors of the industrial companies belonging to the regional companies have set up JL Petroleum Services Company (hereinafter referred to as JL Company) as the backbone. JL Company is to provide supervision technology. Major repair and downhole technology, oil field tool service, multi-functional support platform, drilling and completion of environmental protection services and other major business branch, belongs to the pillar (core) industry of the second class group company of the head office. In this paper, the background and significance of the research, as well as the domestic and international research status are analyzed and explained. At the same time, the strategy and the management of the strategy of the enterprise are expounded. Combined with the author's own work experience and the actual situation of his unit, this paper analyzes the strategic macro-environment of JL Company, using the pest model, from four dimensions: political, economic, social and cultural, and technical environment. Through the macro-environment analysis, it is concluded that the macro-environment is more opportunity than challenge for the development of the enterprise, and the macro-environment is generally better for the petroleum enterprise. The company needs to grasp the big environment tightly and develop and strengthen the company industry in the opportunity. By using the Porter five-force model, the competitiveness of the industry is analyzed. The competitive power of the company belongs to the medium level, so it is necessary to continuously improve the technical level, closely revolve around the development strategy of differentiation, and enhance the core competitiveness of the company. Reasonable use of external factor evaluation matrix tools, internal factor evaluation matrix tools and SWOT matrix tools to describe the company's feasible strategy and development vision. We will strengthen the core competitiveness of the industry, build an industrial system that supports the sustainable development of the company, enhance the technological and tool innovation capabilities of independent property rights, and build a technical service company that can provide value-added services for clean energy.
【學(xué)位授予單位】：天津大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F426.22;F272
本文編號(hào)：2458119
[Abstract]:JL Petroleum Services Co., Ltd., formerly a subsidiary of the General Company in 1999, was restructured and listed, and personnel of the former regional company's organs, logistics services and various kinds of supervision at sea were diverted to the industrial companies belonging to the regional companies. January 2005, According to the idea of reorganization of the second class group company of the head office, all kinds of supervisors of the industrial companies belonging to the regional companies have set up JL Petroleum Services Company (hereinafter referred to as JL Company) as the backbone. JL Company is to provide supervision technology. Major repair and downhole technology, oil field tool service, multi-functional support platform, drilling and completion of environmental protection services and other major business branch, belongs to the pillar (core) industry of the second class group company of the head office. In this paper, the background and significance of the research, as well as the domestic and international research status are analyzed and explained. At the same time, the strategy and the management of the strategy of the enterprise are expounded. Combined with the author's own work experience and the actual situation of his unit, this paper analyzes the strategic macro-environment of JL Company, using the pest model, from four dimensions: political, economic, social and cultural, and technical environment. Through the macro-environment analysis, it is concluded that the macro-environment is more opportunity than challenge for the development of the enterprise, and the macro-environment is generally better for the petroleum enterprise. The company needs to grasp the big environment tightly and develop and strengthen the company industry in the opportunity. By using the Porter five-force model, the competitiveness of the industry is analyzed. The competitive power of the company belongs to the medium level, so it is necessary to continuously improve the technical level, closely revolve around the development strategy of differentiation, and enhance the core competitiveness of the company. Reasonable use of external factor evaluation matrix tools, internal factor evaluation matrix tools and SWOT matrix tools to describe the company's feasible strategy and development vision. We will strengthen the core competitiveness of the industry, build an industrial system that supports the sustainable development of the company, enhance the technological and tool innovation capabilities of independent property rights, and build a technical service company that can provide value-added services for clean energy.
【學(xué)位授予單位】：天津大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F426.22;F272
【參考文獻(xiàn)】
相關(guān)期刊論文 前3條
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本文編號(hào)：2458119
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