DFE电力设备公司发展战略研究
发布时间：2018-10-24 19:04
【摘要】：经过多年高速发展,中国经济已经从改革开放初期的“短缺经济”发展到了现在的“买方市场”时代。顺应资本的发展规律,在经济发展过程中,各行各业都出现了各种各样的带有垄断性质的庞然大物。 电力行业作为关系着国计民生的基础性公用事业之一,长久以来一直由国家统一经营。中国先后进行过三次电力改革,分别是发端于1985年的电力投资主体多元化改革；1997年公司制改革成立国家电力公司和2002年又拆分国家电力公司成立华能、华电、国电、大唐、中电投五大发电集团和国家电网和南方电网两大电网公司。 电力系统是分为发电、输电、配电、变电、用电等环节,由于电能的特性,难以被经济地大规模储存,因此电力的生产和消费几乎是同时进行的,电网是连在一起切实时平衡的动态整体。一般认为输电网是属于自然垄断属性的。中国虽然进行了数次电力改革,也在厂网分开等领域收获了一些成果,但对于电网,尤其是输电和配电环节的垄断始终没有打破。这样电网公司面对发电厂、电力设备商时是唯一的买方,面对用电客户时又是唯一的卖方,是典型的双向垄断企业。 国内电力二次设备的主要厂家主要有国电南瑞、国电南自、南瑞继保、深圳南瑞、许继电气、积成电子、电科院、四方股份、DFE公司、长园集团等。其中国电南自是华电集团旗下企业,国电南瑞、深圳南瑞、国网电科院、积成电子等具有电力行业系统内背景的公司,此外的四方股份、DFE公司、电科院、长园集团等不具有电力行业系统背景。2009年,为进一步完善旗下电力设备供应商体系,国家电网公司收购了许继电气和平高电气,进一步强化了垄断地位,这一激起轩然大波,招致非议四起。 本文作者供职的DFE公司主要从事电力二次设备制造,作为缺乏电力行业内的背景的设备供应商,在电网公司日益加强的垄断压力下,在市场竞争中生存日益艰难。在这种情况下,为DFE 本文通过PEST分析、六力模型分析、POWER SWOT分析、价值链分析等工具和方法的分析和研究,为DFE公司制定了一个发展战略。其要点为：一是尽力维持和巩固现有国内的电力设备市场,维持公司现金流；二是利用技术领先和成本低的优势开拓新兴市场和欠发达国家的电力设备市场,实行国际化发展战略；三是大力开拓用电侧客户市场,减轻对电网公司需求的依赖,规避垄断压力,寻找新的增长级来求得发展。
[Abstract]:After years of rapid development, China's economy has developed from the "shortage economy" in the early stage of reform and opening up to the "buyer's market" era. In accordance with the law of capital development, in the process of economic development, a variety of monopolistic behemoths appear in various industries. As one of the basic public utilities related to the national economy and the people's livelihood, the electric power industry has long been operated uniformly by the state. China has successively carried out three electric power reforms, one after another, the diversified reform of the power investment body, which began in 1985, the establishment of the State Power Company in 1997 and the establishment of Huaneng, Huadian, Guodian, Datang and Datang in 2002. CLP five major power generation groups and State Grid and Southern Power Grid two major grid companies. The power system is divided into power generation, transmission, distribution, power transformation, electricity consumption and other links. Because of the characteristics of electricity, it is difficult to store it economically on a large scale, so the production and consumption of electricity are carried out at almost the same time. The grid is a dynamic whole that is balanced when connected. It is generally believed that the transmission network belongs to the nature of monopoly. Although China has carried out several electric power reforms and gained some achievements in such fields as separation of power plants and power lines, the monopoly on power grids, especially transmission and distribution links, has never been broken. In this way, the power grid company is the only buyer when facing the power plant, and the only seller when facing the power customer. It is a typical two-way monopoly enterprise. The main manufacturers of secondary power equipment in China are Nanrui, Nanji, Nanrui, Xu Ji, Jicheng Electronics, Electric Science Institute, Sifang shares, DFE Company, Changyuan Group and so on. Among them, Guodian Nanan is a company owned by Huadian Group, Guodian Nanrui, Shenzhen Nanrui, State Network Power Research Institute, Jicheng Electronics and other companies with background in the power industry system. In addition, Sifang shares, DFE Company, Electric Science Institute, Changyuan Group and others do not have a background in power industry systems. In 2009, in order to further improve its power equipment supplier system, State Grid Company acquired Xu Ji Electric and Pinggao Electric, further strengthening its monopoly position. This caused a great uproar. Attracted criticism from all sides. DFE Company, which the author works for, is mainly engaged in the manufacturing of secondary power equipment. As an equipment supplier lacking the background in the electric power industry, it is increasingly difficult to survive in the market competition under the increasing monopoly pressure of the power grid companies. In this case, through the analysis and research of tools and methods such as PEST analysis, six-force model analysis, POWER SWOT analysis, value chain analysis and so on, this paper makes a development strategy for DFE Company. The main points are: first, to try to maintain and consolidate the existing domestic power equipment market and to maintain the company's cash flow; and second, to exploit the advantages of leading technology and low cost to develop the power equipment markets in emerging markets and less developed countries. The third is to develop the customer market on the power side, reduce the dependence on the demand of the power grid company, avoid the monopoly pressure, and look for the new growth level to obtain the development.
【学位授予单位】：山东大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F272;F426.61
本文编号：2292278
[Abstract]:After years of rapid development, China's economy has developed from the "shortage economy" in the early stage of reform and opening up to the "buyer's market" era. In accordance with the law of capital development, in the process of economic development, a variety of monopolistic behemoths appear in various industries. As one of the basic public utilities related to the national economy and the people's livelihood, the electric power industry has long been operated uniformly by the state. China has successively carried out three electric power reforms, one after another, the diversified reform of the power investment body, which began in 1985, the establishment of the State Power Company in 1997 and the establishment of Huaneng, Huadian, Guodian, Datang and Datang in 2002. CLP five major power generation groups and State Grid and Southern Power Grid two major grid companies. The power system is divided into power generation, transmission, distribution, power transformation, electricity consumption and other links. Because of the characteristics of electricity, it is difficult to store it economically on a large scale, so the production and consumption of electricity are carried out at almost the same time. The grid is a dynamic whole that is balanced when connected. It is generally believed that the transmission network belongs to the nature of monopoly. Although China has carried out several electric power reforms and gained some achievements in such fields as separation of power plants and power lines, the monopoly on power grids, especially transmission and distribution links, has never been broken. In this way, the power grid company is the only buyer when facing the power plant, and the only seller when facing the power customer. It is a typical two-way monopoly enterprise. The main manufacturers of secondary power equipment in China are Nanrui, Nanji, Nanrui, Xu Ji, Jicheng Electronics, Electric Science Institute, Sifang shares, DFE Company, Changyuan Group and so on. Among them, Guodian Nanan is a company owned by Huadian Group, Guodian Nanrui, Shenzhen Nanrui, State Network Power Research Institute, Jicheng Electronics and other companies with background in the power industry system. In addition, Sifang shares, DFE Company, Electric Science Institute, Changyuan Group and others do not have a background in power industry systems. In 2009, in order to further improve its power equipment supplier system, State Grid Company acquired Xu Ji Electric and Pinggao Electric, further strengthening its monopoly position. This caused a great uproar. Attracted criticism from all sides. DFE Company, which the author works for, is mainly engaged in the manufacturing of secondary power equipment. As an equipment supplier lacking the background in the electric power industry, it is increasingly difficult to survive in the market competition under the increasing monopoly pressure of the power grid companies. In this case, through the analysis and research of tools and methods such as PEST analysis, six-force model analysis, POWER SWOT analysis, value chain analysis and so on, this paper makes a development strategy for DFE Company. The main points are: first, to try to maintain and consolidate the existing domestic power equipment market and to maintain the company's cash flow; and second, to exploit the advantages of leading technology and low cost to develop the power equipment markets in emerging markets and less developed countries. The third is to develop the customer market on the power side, reduce the dependence on the demand of the power grid company, avoid the monopoly pressure, and look for the new growth level to obtain the development.
【学位授予单位】：山东大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F272;F426.61
【参考文献】
相关期刊论文 前9条
1 陈甬军;胡德宝;;中国的买方垄断势力研究[J];产业经济评论;2008年04期
2 肖小红;;产业链理论研究综述[J];贵州商业高等专科学校学报;2012年04期
3 谢绍雄;;我对电改的几点思考[J];广西电业;2013年11期
4 梅耀林;张培刚;;产业发展理论回顾及应用研究——以盐城市盐都区产业发展定位为例[J];河南科学;2007年06期
5 王勇;;浅谈SF6断路器的控制、信号回路设计[J];内蒙古科技与经济;2012年03期
6 张宏伟;;浅析对教育研究方法的分类[J];科技视界;2012年29期
7 曾祥炎;刘友金;;基于价值创新链的协同创新:三阶段演化及其作用[J];科技进步与对策;2013年20期
8 姜鑫生;;现代企业理论与经济学的方法论传承——从马歇尔、奈特到科斯[J];上海企业;2009年02期
9 胡乐明;王杰;;国有企业比重演变特征及趋势分析——兼论“国进民退”与“国退民进”[J];中国流通经济;2012年01期
相关博士学位论文 前1条
1 杨秀梅;海外电力投资开发体系研究[D];中国矿业大学;2012年
，本文编号：2292278
本文链接：https://www.wllwen.com/jingjilunwen/gongyejingjilunwen/2292278.html
