本文關(guān)鍵詞： 神華集團(tuán) 戰(zhàn)略轉(zhuǎn)型 清潔能源 國(guó)際化　出處：《北京交通大學(xué)》2017年碩士論文　論文類型：學(xué)位論文

【摘要】：中國(guó)經(jīng)濟(jì)從高速發(fā)展轉(zhuǎn)入中高速發(fā)展,成為目前的新常態(tài)。受供過于求影響,2015年中國(guó)煤炭市場(chǎng)由賣方市場(chǎng)向買方市場(chǎng)加速轉(zhuǎn)變,國(guó)內(nèi)煤價(jià)大幅下跌,煤炭企業(yè)經(jīng)營(yíng)遭遇重大困難,行業(yè)內(nèi)90%以上企業(yè)虧損,大量中小煤礦破產(chǎn)倒閉。生存成了煤炭企業(yè)關(guān)心的第一問題,轉(zhuǎn)型迫在眉睫。作為《聯(lián)合國(guó)氣候變化框架公約》簽約國(guó),中國(guó)承諾要減少二氧化碳排放量。冬季京津冀地區(qū)霧霾頻發(fā),環(huán)境承受能力備受人們關(guān)注。政府推出能源革命戰(zhàn)略,鼓勵(lì)發(fā)展新能源,同時(shí)實(shí)施鋼鐵、煤炭等行業(yè)供給側(cè)改革,傳統(tǒng)石化能源行業(yè)受到嚴(yán)重挑戰(zhàn)。發(fā)展是煤炭企業(yè)面臨的又一問題,轉(zhuǎn)型是必由之路。煤炭是我國(guó)的主體能源,富煤貧油少氣的能源結(jié)構(gòu)導(dǎo)致煤炭在我國(guó)一次能源消費(fèi)中的比重長(zhǎng)期超過60%。在油氣資源依賴性日益增強(qiáng)、新能源不足以實(shí)現(xiàn)傳統(tǒng)能源替代的背景下,未來很長(zhǎng)一段時(shí)期內(nèi),煤炭仍將是保障我國(guó)國(guó)家能源安全的主體力量。煤炭行業(yè)的健康發(fā)展至關(guān)重要,要實(shí)現(xiàn)健康發(fā)展則必須轉(zhuǎn)型。神華集團(tuán)有限責(zé)任公司(以下簡(jiǎn)稱神華集團(tuán))作為世界最大的煤炭經(jīng)銷商和第二大煤炭生產(chǎn)商,中國(guó)最具代表性的煤炭企業(yè)之一,同樣面臨著生存與發(fā)展的困境,是否轉(zhuǎn)型、如何轉(zhuǎn)型已經(jīng)成為亟待解決的重大課題。企業(yè)戰(zhàn)略轉(zhuǎn)型的直接動(dòng)因是企業(yè)所面臨的內(nèi)外部環(huán)境的變化,目的是為了獲得新的競(jìng)爭(zhēng)優(yōu)勢(shì),實(shí)現(xiàn)企業(yè)的可持續(xù)發(fā)展。企業(yè)戰(zhàn)略轉(zhuǎn)型分為主動(dòng)轉(zhuǎn)型和被動(dòng)轉(zhuǎn)型兩種,主動(dòng)轉(zhuǎn)型風(fēng)險(xiǎn)較小,成功的可能性更大。本文通過對(duì)國(guó)內(nèi)外宏微觀環(huán)境的分析,得出神華集團(tuán)實(shí)施戰(zhàn)略轉(zhuǎn)型的必要性;再利用PEST、波特五力模型、SWOT等分析工具,闡明神華集團(tuán)戰(zhàn)略轉(zhuǎn)型的可行性;以戰(zhàn)略管理、戰(zhàn)略轉(zhuǎn)型等理論為指導(dǎo),借鑒同行業(yè)相關(guān)企業(yè)既有的經(jīng)驗(yàn)教訓(xùn),提出神華集團(tuán)戰(zhàn)略轉(zhuǎn)型的兩種選擇:清潔能源戰(zhàn)略、國(guó)際化戰(zhàn)略,并給出了具體的實(shí)施方案。筆者期待本文對(duì)中國(guó)其他煤炭企業(yè)的未來發(fā)展也有所啟迪。
[Abstract]:China's economy has changed from a high-speed to a medium-speed development, becoming the new normal at present. Affected by the oversupply, China's coal market accelerated from the seller's market to the buyer's market in 2015, and the domestic coal price dropped sharply. Coal enterprises have encountered major difficulties in their operation, with more than 90% enterprises in the industry losing money, a large number of medium-sized and small coal mines going bankrupt and closing down. Survival has become the first issue of concern to coal enterprises, and the transition is imminent. As a signatory to the United Nations Framework Convention on Climate change, China is committed to reducing carbon dioxide emissions. In the winter, haze is frequent in the Beijing-Tianjin-Hebei region, and environmental affordability has attracted much attention. The government has launched an energy revolution strategy to encourage the development of new sources of energy, as well as supply-side reforms in industries such as steel and coal. Traditional petrochemical energy industry is seriously challenged. Development is another problem faced by coal enterprises, and transformation is the only way. Coal is the main energy source in China. The energy structure of rich coal, lean oil and little gas causes the proportion of coal in China's primary energy consumption to exceed 60% for a long time. Under the background of the increasing dependence on oil and gas resources and the fact that new energy is not enough to realize the replacement of traditional energy, the future will be very long in the future. Coal will continue to be the main force to ensure China's national energy security. The healthy development of the coal industry is of great importance. Shenhua Group Limited (hereinafter referred to as Shenhua Group), as the world's largest coal distributor and second largest coal producer, is one of the most representative coal enterprises in China. Also facing the dilemma of survival and development, whether or not to transform and how to transform has become a major issue to be solved. The direct cause of strategic transformation is the change of internal and external environment that enterprises are facing. The aim is to gain new competitive advantages and realize the sustainable development of enterprises. The strategic transformation of enterprises can be divided into active transformation and passive transformation, and the risk of active transformation is relatively small. Through the analysis of macro and micro environment at home and abroad, the necessity of implementing strategic transformation of Shenhua Group is obtained, and the feasibility of strategic transformation of Shenhua Group is clarified by using such analytical tools as pest, Porter's five Force Model and SWOT. Guided by the theories of strategic management and strategic transformation, and drawing on the existing experiences and lessons of related enterprises in the same industry, this paper puts forward two choices for Shenhua Group's strategic transformation: clean energy strategy, internationalization strategy, and so on. The author expects that this paper will enlighten the future development of other coal enterprises in China.
【學(xué)位授予單位】：北京交通大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F426.21;F272

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