本文選題：神華準(zhǔn)能集團(tuán) + 煤炭�。� 參考：《內(nèi)蒙古財(cái)經(jīng)大學(xué)》2017年碩士論文

【摘要】：2002年到2012年是中國(guó)煤炭行業(yè)快速發(fā)展、煤炭產(chǎn)量急劇增加的十年。在煤炭行業(yè)快速發(fā)展的過(guò)程中,一批以煤炭作為主要支柱的企業(yè)也迅速崛起。然而從2013年開(kāi)始,隨著國(guó)內(nèi)經(jīng)濟(jì)形勢(shì)持續(xù)低迷,清潔能源應(yīng)用比例逐年增加,不斷擠占化石能源市場(chǎng)份額,煤炭需求也不斷減少,煤炭產(chǎn)能在之前十年中的大幅擴(kuò)張帶來(lái)了產(chǎn)能過(guò)剩問(wèn)題對(duì)煤炭行業(yè)帶來(lái)了巨大的影響,煤炭行業(yè)出現(xiàn)了嚴(yán)重的供大于求局面,煤炭市場(chǎng)進(jìn)入了寒冬,煤炭企業(yè)開(kāi)始面臨更為激烈的市場(chǎng)競(jìng)爭(zhēng),2016年中央經(jīng)濟(jì)會(huì)議提出了推進(jìn)結(jié)構(gòu)性改革,推動(dòng)經(jīng)濟(jì)持續(xù)健康發(fā)展的去產(chǎn)能調(diào)結(jié)構(gòu)的戰(zhàn)略部屬。神華準(zhǔn)能集團(tuán)公司是一家以煤炭開(kāi)采為主,集坑口發(fā)電、鐵路運(yùn)輸、循環(huán)經(jīng)濟(jì)為一體的大型能源公司,如何在這樣的環(huán)境下進(jìn)行競(jìng)爭(zhēng)戰(zhàn)略的選擇,找到適合自身的競(jìng)爭(zhēng)戰(zhàn)略,以順利在煤炭行業(yè)的劇烈競(jìng)爭(zhēng)中抓住機(jī)遇,創(chuàng)造更大的價(jià)值顯得尤為重要。本文運(yùn)用了西方戰(zhàn)略管理的相關(guān)理論,結(jié)合神華準(zhǔn)集團(tuán)公司所處的內(nèi)外部環(huán)境,對(duì)公司在煤炭行業(yè)競(jìng)爭(zhēng)中的優(yōu)勢(shì)、劣勢(shì)、以及存在的機(jī)遇與威脅進(jìn)行分析,從而得出準(zhǔn)能集團(tuán)公司煤炭競(jìng)爭(zhēng)戰(zhàn)略的選擇。本文以神華準(zhǔn)能集團(tuán)煤炭競(jìng)爭(zhēng)戰(zhàn)略為研究對(duì)象,在結(jié)構(gòu)上分為三個(gè)部分共七個(gè)章節(jié)。第一部分主要為緒論及戰(zhàn)略管理理論綜述,對(duì)本文研究的目的和意義、研究方法和內(nèi)容、研究所用到的戰(zhàn)略管理相關(guān)理論進(jìn)行了闡述。第二部分闡述了神華準(zhǔn)能集團(tuán)公司的發(fā)展歷程及所面對(duì)的問(wèn)題,國(guó)內(nèi)及區(qū)域的政策環(huán)境、經(jīng)濟(jì)社會(huì)環(huán)境、煤炭行業(yè)發(fā)展的趨勢(shì),同時(shí)運(yùn)用波特五力模型對(duì)公司煤炭競(jìng)爭(zhēng)環(huán)境進(jìn)行了系統(tǒng)的分析。第三部分運(yùn)用了SWOT分析法對(duì)神華準(zhǔn)能集團(tuán)公司煤炭的優(yōu)勢(shì)、劣勢(shì)以及存在的機(jī)遇與威脅進(jìn)行分析后選擇出了適合神華準(zhǔn)能集團(tuán)公司的競(jìng)爭(zhēng)戰(zhàn)略,并給出了實(shí)施所選擇競(jìng)爭(zhēng)戰(zhàn)略的實(shí)施與保障措施以及對(duì)研究成果做了簡(jiǎn)單總結(jié)。
[Abstract]:From 2002 to 2012, China's coal industry developed rapidly and coal production increased sharply. In the process of rapid development of the coal industry, a number of coal as the main pillar of the rapid rise of enterprises. However, since 2013, as the domestic economic situation has continued to be depressed, the proportion of clean energy applications has increased year by year, the market share of fossil energy has been continuously squeezed, and the demand for coal has also been decreasing. The huge expansion of coal production capacity in the previous decade has brought about a huge impact on the coal industry due to the problem of overcapacity. The coal industry has experienced a serious oversupply and the coal market has entered a cold winter. Coal companies are beginning to face more fierce market competition, and the 2016 Central Economic Conference proposed a strategy to promote structural reform and promote sustained and healthy economic growth to adjust the structure of production capacity. Shenhua Zhongneng Group Company is a large energy company with coal mining as the main source of electricity, railway transportation and circular economy as a whole. How to choose a competitive strategy in such an environment and find a competitive strategy suitable for itself? In order to smoothly seize the opportunity in the fierce competition in the coal industry, it is particularly important to create greater value. Based on the relevant theories of western strategic management and the internal and external environment of Shenhua Group Company, this paper analyzes the strengths, weaknesses, opportunities and threats of the company in the competition of the coal industry. Thus obtains the quasi-energy group company coal competition strategy choice. This paper takes the coal competition strategy of Shenhua Zhuneng Group as the research object and divides into three parts and seven chapters in structure. The first part is the introduction and the summary of the strategic management theory, the purpose and significance of this study, the research methods and contents, the relevant theories of strategic management used in the research are expounded. The second part expounds the development course and problems faced by Shenhua Zhuneng Group Company, the domestic and regional policy environment, the economic and social environment, and the development trend of the coal industry. At the same time, the paper makes a systematic analysis of the coal competition environment by using Porter's five-force model. The third part uses SWOT analysis method to analyze the strengths, weaknesses, opportunities and threats of Shenhua Zhongneng Group Co., Ltd., and then selects the competitive strategy suitable for Shenhua Zhongneng Group Company. The implementation and safeguard measures of the selected competitive strategy are given, and the research results are summarized briefly.
【學(xué)位授予單位】：內(nèi)蒙古財(cái)經(jīng)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

【參考文獻(xiàn)】

相關(guān)期刊論文 前10條

1 鄭銳鋒;;供給側(cè)改革背景下煤炭行業(yè)去產(chǎn)能路徑研究[J];煤炭經(jīng)濟(jì)研究;2016年04期

2 于孟林;;煤炭去產(chǎn)能化需政企合力[J];化工管理;2016年07期

3 鄭銳鋒;;當(dāng)前我國(guó)煤炭行業(yè)產(chǎn)能過(guò)剩的原因及對(duì)策簡(jiǎn)析[J];煤炭經(jīng)濟(jì)研究;2015年12期

4 岳之峰;趙尹桃;;準(zhǔn)能公司加強(qiáng)煤質(zhì)管理的措施[J];露天采礦技術(shù);2014年09期

5 吳玉萍;劉婭楠;呂小師;;煤炭產(chǎn)業(yè)鏈低碳經(jīng)濟(jì)發(fā)展模式研究——以煤-焦-電-建材產(chǎn)業(yè)鏈為例[J];內(nèi)蒙古煤炭經(jīng)濟(jì);2013年07期

6 錢平凡;;實(shí)施煤炭供應(yīng)鏈管理戰(zhàn)略的基本考量與政策建議[J];中國(guó)煤炭;2013年02期

7 解祥華;;內(nèi)蒙古自治區(qū)煤炭業(yè)持續(xù)發(fā)展的戰(zhàn)略思考[J];企業(yè)經(jīng)濟(jì);2012年12期

8 吳菊平;;大型煤炭企業(yè)戰(zhàn)略轉(zhuǎn)型研究[J];現(xiàn)代商業(yè);2012年14期

9 張洪潮;李喜軍;李捷;;煤炭產(chǎn)業(yè)集群生命周期研究[J];生產(chǎn)力研究;2012年02期

10 張維世;高衛(wèi)東;楊振華;李雁峰;潘建國(guó);;全面評(píng)價(jià) 標(biāo)準(zhǔn)管理——神華準(zhǔn)能公司全面質(zhì)量標(biāo)準(zhǔn)化管理模式[J];煤炭經(jīng)濟(jì)研究;2011年11期

相關(guān)博士學(xué)位論文 前1條

1 任娟;競(jìng)爭(zhēng)戰(zhàn)略識(shí)別方法及其應(yīng)用研究[D];南京航空航天大學(xué);2012年

相關(guān)碩士學(xué)位論文 前1條

1 李洋洋;準(zhǔn)能公司企業(yè)文化研究[D];內(nèi)蒙古大學(xué);2013年

，

本文編號(hào)：2040249