水电集团基础设施业务发展模式研究

发布时间：2018-03-14 15:47

本文选题：基础设施业务　切入点：业务模式　出处：《电子科技大学》2014年硕士论文　论文类型：学位论文

【摘要】：本文以中国水利水电建设集团(简称水电集团)为研究样本,根据水电集团基础设施业务发展需要,进行企业发展模式的创新研究。当今企业之间的竞争,不再仅仅依靠产品之间的竞争,企业业务发展模式之间的竞争变成了企业成败的关键。企业业务发展模式并非是一成不变的,在不同的发展阶段,企业需要根据自身的经营目标和市场变化等情况,不断调整或者创新其业务模式,寻找出适合企业每一阶段的最佳业务发展模式。近年来水电集团实施战略转型,业务重心逐渐从传统的水电主业转向非水电基础设施业务。基础设施业务的发展状况对集团的发展至关重要。外部宏观经济环境的改变和国家相关政策的出台,都对中国传统的水电建设业务市场产生了巨大的影响。可供开发的水电资源正在不断缩减,水电建设的市场空间越来越小,我国已逐渐步入了水电开发阶段性的“后水电时代”。在可预期的水电投资方面,市场容量已远远不能满足集团持续快速发展的需要,仅局限于水电建筑领域将对集团做大做强的发展目标造成阻碍,必须重新审视集团现有的业务发展,对其进行创新、完善甚至重建以适应集团转型阶段的发展需要。面临这样的特殊时期,集团加大基础设施业务的拓展力度不但非常必要,而且迫在眉睫,这是集团加速实现转型升级的良好机遇和巨大挑战。在这样的背景变化下,本文旨在通过对企业业务模式的概念及特点等进行的理论研究和对相关案例的分析,找出企业业务发展模式的普遍规律。并在此基础上,结合本企业的发展现状,分析中国非水电基础设施建设行业的市场特点,剖析集团在战略执行、能力建设、组织结构和知识管理等方面的主要问题,力图实现集团内部管理模式上的深刻变革,进一步优化配置集团内部资源,大力拓展集团非水电基础设施建设业务,并对集团现有的业务发展模式提出创新性建议,以适应新环境的需要,为本企业的持续稳定发展提供参考。
[Abstract]:This paper takes the China Water Conservancy and Hydropower Construction Group (hydropower group) as the research sample, according to the need of infrastructure business development of hydropower group, carries on the innovation research of the enterprise development model. Instead of relying solely on competition among products, competition between enterprise business development models becomes the key to success or failure of an enterprise. Business development models of enterprises are not static, at different stages of development. Enterprises need to constantly adjust or innovate their business models according to their own business objectives and market changes, and find out the best business development model suitable for each stage of the enterprise. In recent years, hydropower group has implemented strategic transformation. The development of infrastructure business is very important to the development of the group. The change of the external macroeconomic environment and the introduction of relevant national policies. Both have had a great impact on the traditional hydropower construction business market in China. The hydropower resources available for development are shrinking, and the market space for hydropower construction is becoming smaller and smaller. China has gradually entered the stage of hydropower development "post-hydropower era". In terms of predictable hydropower investment, the market capacity is far from meeting the needs of the group's sustained and rapid development. Being confined to the field of hydropower construction will hinder the group's development goal of becoming bigger and stronger. It is necessary to re-examine the existing business development of the group and innovate it. Perfect or even rebuild to meet the needs of the group's development in the transition period. Facing such a special period, it is not only necessary, but also urgent, for the Group to expand its infrastructure business. This is a good opportunity and a great challenge for the Group to accelerate its transformation and upgrade. Under such background changes, this paper aims at theoretical research on the concept and characteristics of enterprise business model and analysis of relevant cases. Find out the general law of enterprise business development mode. On the basis of this, combined with the present situation of the enterprise, analyze the market characteristics of China's non-hydropower infrastructure construction industry, and analyze the group's strategic implementation and capacity building. The main problems in organizational structure and knowledge management are to realize the profound changes in the internal management mode of the group, to further optimize the allocation of internal resources of the group, and to vigorously expand the group's non-hydropower infrastructure construction business. In order to meet the needs of the new environment and provide reference for the sustainable and stable development of the enterprise, the paper puts forward some innovative suggestions on the existing business development mode of the Group.
【学位授予单位】：电子科技大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F426.61;F426.91

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