本文選題：戰(zhàn)略管理 + 光伏企業(yè)　； 參考：《內(nèi)蒙古財經(jīng)大學(xué)》2015年碩士論文

【摘要】：光伏行業(yè)隸屬能源行業(yè),其發(fā)展離不開各個國家的政策支持,特別是在現(xiàn)階段,光伏發(fā)電成本遠(yuǎn)高于傳統(tǒng)能源發(fā)電成本,其價格不具競爭優(yōu)勢,光伏產(chǎn)品的應(yīng)用市場掌控在各國政府手中。我國目前對光伏產(chǎn)業(yè)的應(yīng)用還未出臺大范圍的鼓勵政策,產(chǎn)出的光伏組件等產(chǎn)品大部分依舊銷往國外,各光伏企業(yè)面臨的問題幾乎相同,且主要矛盾并非單個企業(yè)或個人能夠解決。如何在這種政策和市場形勢下,依靠企業(yè)自身能力和發(fā)展戰(zhàn)略,發(fā)揮企業(yè)競爭優(yōu)勢,保持企業(yè)健康發(fā)展是光伏企業(yè)的重點研究內(nèi)容。本文首先在緒論部分對本文的研究背景和研究意義等進(jìn)行了分析和總結(jié),確定了研究的基本內(nèi)容和方向。在理論綜述部分,主要對本文的基本概念和理論基礎(chǔ)進(jìn)行了全面的介紹和評論,為本文的討論和研究提供了理論支撐。在本文的第三部分,在介紹了公司現(xiàn)狀和戰(zhàn)略的前提下,本文對公司的外部環(huán)境、內(nèi)部環(huán)境做了全面分析,為公司戰(zhàn)略定位提供了依據(jù)和基點。第四部分,對公司進(jìn)行全面SWOT分析總結(jié)出SWOT分析矩陣,得出備選的發(fā)展戰(zhàn)略,從總體戰(zhàn)略、業(yè)務(wù)戰(zhàn)略、管理戰(zhàn)略、創(chuàng)新戰(zhàn)略的各個方面全面明確了公司的戰(zhàn)略目標(biāo),并最終確定了公司的發(fā)展戰(zhàn)略、競爭戰(zhàn)略和職能戰(zhàn)略的選擇。在第五部分,本文認(rèn)為應(yīng)當(dāng)加大技術(shù)投入、完善企業(yè)內(nèi)部治理結(jié)構(gòu)、實施戰(zhàn)略性人力資源管理、細(xì)分市場進(jìn)行精確化營銷、構(gòu)建新型企業(yè)文化以及加強財務(wù)管理、加大融資力度等措施,積極推進(jìn)晟納吉公司發(fā)展戰(zhàn)略的落實和進(jìn)步。本文得出的結(jié)論是:晟納吉公司發(fā)展的戰(zhàn)略的優(yōu)化和落實,都一定要立足于公司自身的優(yōu)勢和市場環(huán)境,進(jìn)行系統(tǒng)而動態(tài)的考慮,才能保證戰(zhàn)略符合公司發(fā)展的需要,具有良好的可行性。同時,公司不只是要制定科學(xué)的發(fā)展戰(zhàn)略,而且一定要切實落實和保障發(fā)展戰(zhàn)略實施,在當(dāng)前的政策和市場環(huán)境中占據(jù)競爭優(yōu)勢地位,實現(xiàn)自身的跨越式發(fā)展。本文的研究雖然是針對晟納吉公司展開,但是得出的結(jié)論卻對相關(guān)的光伏企業(yè)有著一定的普適性,能夠為光伏企業(yè)的科學(xué)可持續(xù)發(fā)展提供科學(xué)指導(dǎo)和借鑒。
[Abstract]:Photovoltaic industry belongs to the energy industry, its development can not be separated from the policy support of various countries, especially at this stage, the cost of photovoltaic power generation is much higher than that of traditional energy generation, and its price does not have a competitive advantage. The market for photovoltaic applications is in the hands of governments. At present, the application of photovoltaic industry in China has not issued a large-scale encouragement policy. Most of the output photovoltaic modules and other products are still sold abroad, and the problems faced by photovoltaic enterprises are almost the same. And the main contradiction is not a single enterprise or individual can solve. How to develop the competitive advantage and keep the healthy development of photovoltaic enterprises by relying on the enterprise's own ability and development strategy is the key research content of photovoltaic enterprises under this kind of policy and market situation. Firstly, in the introduction part, the research background and significance of this paper are analyzed and summarized, and the basic content and direction of the research are determined. In the part of theoretical summary, the basic concepts and theoretical basis of this paper are introduced and commented comprehensively, which provides theoretical support for the discussion and research of this paper. In the third part of this paper, on the premise of introducing the current situation and strategy of the company, this paper makes a comprehensive analysis of the external environment and internal environment of the company, which provides the basis and basis for the strategic positioning of the company. The fourth part summarizes the SWOT analysis matrix for the company, obtains the alternative development strategy, from the overall strategy, business strategy, management strategy, innovation strategy of all aspects of the company's strategic objectives. And finally determined the company's development strategy, competitive strategy and functional strategy choice. In the fifth part, we should increase the technical input, perfect the internal governance structure, implement the strategic human resource management, segment the market to carry out the accurate marketing, construct the new enterprise culture and strengthen the financial management. Increase financing and other measures to actively promote the implementation and progress of Shengnagi's development strategy. The conclusion of this paper is: the optimization and implementation of the development strategy of Shengnagi Company must be based on the company's own advantages and market environment, and carry out systematic and dynamic consideration in order to ensure that the strategy meets the needs of the company's development. Have good feasibility. At the same time, the company should not only formulate a scientific development strategy, but also implement and guarantee the implementation of the development strategy, occupy a competitive advantage position in the current policy and market environment, and realize its own leapfrog development. Although the research in this paper is aimed at Sunnaghi company, the conclusion is universal for the photovoltaic enterprises, which can provide scientific guidance and reference for the sustainable development of photovoltaic enterprises.
【學(xué)位授予單位】：內(nèi)蒙古財經(jīng)大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2015
【分類號】：F426.61;F272

【參考文獻(xiàn)】

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本文編號：2091966