DQ公司的风电战略选择

发布时间：2018-02-04 16:05

本文关键词： 风电产业五力模型 SWOT 战略　出处：《西南交通大学》2014年硕士论文　论文类型：学位论文

【摘要】：2005年开始,国家大力倡导以风力发电为主的可再生能源发电,风电产业经过了5年的快速井喷的繁荣期,很快又步入了长达4年寒冬期。产业大起大落,竞争的压力和市场环境的不确定性,迫使行业内的从业者不得不重新审视自己的战略定位,重新确立自己的优势资源和发展方向,以快速、有效地配置企业资源,建立可持续发展竞争优势。DQ公司成立于1965年,是一家长期从事发电设备研制的大型国有骨干企业。公司准确预测并抓住了风电市场繁荣的机会,步入风电产业,收获了5年行业繁荣的果实,也在4年的寒冬期内苦苦挣扎求存,积累了丰富的经验和教训。目前,DQ公司正处于战略重树期,必须重新审视自己的核心资源和能力,明确自己的优势和劣势,在充分了解和把握行业需求及外部竞争环境变化出现的机会和威胁后,对战略进行重新思考和定位。本文结合战略管理的有关理论和方法,对DQ公司在风电行业中的起步进入、腾飞成因、低谷成因及在风电产业价值链中的位置和措施,得出DQ公司在风电行业中优势和劣势。本文重点分析了风电产业面临的产业环境,得出风电产业存在着巨大的市场需求；用五力模型分析方法考察DQ公司的外部竞争环境。总体判断为风电产业将从起步腾飞阶段的虚假繁荣和后续低谷阶段的严厉寒冬,步入“新常态”,即有持续稳定的市场需求,也有高性能产品、高效经营、融资方面的显性威胁。本文用SWOT分析方法,考察市场的机会和威胁,结合DQ公司内部的优势和劣势,给出了四种战略选择,即SO增长型战略选择、WO扭转型战略选择、ST应对型战略选择及WT型防御型战略选择。考虑到市场出现的“新常态”的机会大于威胁,公司内部的优势明显,建议DQ公司采取增长型和扭转型相结合的战略。并给出了5项战略措施建议及实施战略的支撑条件。
[Abstract]:Since 2005, the country has strongly advocated renewable energy generation based on wind power generation. After five years of rapid blowout boom period, wind power industry has entered into a cold winter period of up to 4 years. Industry ups and downs. The pressure of competition and the uncertainty of market environment force the practitioners in the industry to re-examine their strategic positioning, re-establish their own advantage resources and development direction in order to quickly. In 1965, DQ Company was established to effectively allocate enterprise resources and establish sustainable development competitive advantage. Is a long-term engaged in the development of power generation equipment large state-owned backbone enterprises. The company accurately forecast and seize the opportunity of wind power market prosperity, into the wind power industry, harvest the fruits of five years of industry prosperity. Also in the winter of 4 years struggling to survive, accumulated a wealth of experience and lessons. At present, the DQ company is in a strategic re-tree period, we must re-examine their core resources and capabilities. Clear their strengths and weaknesses, in full understanding and grasp the industry needs and external competitive environment changes in the opportunities and threats. Combined with the theory and method of strategic management, this paper analyzes the causes of DQ company's starting and taking off in wind power industry. The causes of the valley and the position and measures in the wind power industry value chain, the DQ company in the wind power industry advantages and disadvantages. This paper focuses on the analysis of the wind power industry facing the industrial environment. It is concluded that there is a huge market demand in wind power industry. The external competitive environment of DQ Company is investigated by the method of five-force model analysis. The overall judgment is that the wind power industry will enter the "new normal" from the false prosperity in the initial stage and the severe winter in the following low stage. Not only there is a sustained and stable market demand, but also there are high performance products, efficient management, financing aspects of the dominant threat. This paper uses SWOT analysis method to investigate the opportunities and threats of the market. Combined with the internal strengths and weaknesses of DQ Company, four strategic choices are given, namely so growth strategic choice and WO twisting strategic choice. St coping strategic choice and WT defensive strategic choice. Considering that the opportunity of "new normal" in the market is greater than the threat, the internal advantage of the company is obvious. It is suggested that DQ adopt the strategy of combination of growth type and twist type. Five strategic measures and the supporting conditions for implementing the strategy are also given.
【学位授予单位】：西南交通大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F426.61;F272

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