JN水务集团发展战略研究

发布时间：2018-04-28 19:59

本文选题：JN水务集团 + 城市供水　；参考：《广西大学》2014年硕士论文

【摘要】：随着我国污染问题日益严重,全国性的水资源越来越紧缺,水务产业在我国社会经济的战略地位和经济地位日益凸显,并已成为21世纪广受关注的产业。我国的城市水务市场,从1990年后逐步对外开放,水务行业的地域垄断逐步被打破[1]26,资本垄断也不再明显,外国资本、民间资本和民营资本在内的,当然还有国家资本,都竞相进入到水务行业的运营当中。那时起,我国水务市场将不再被垄断。在新的发展形势下,需要重新审视水务市场的竞争格局,水务企业都根据自身独特的特点,制定了相适宜本企业的发展战略,来促进企业的持续良性的发展。 JN水务集团是国家大型企业,主要是从事城市水务的管理和运营,在改革的过程中积极探索发展思路,多方面的使企业往规模化和产业化的方向发展,此模式下也取得较多的阶段性战绩。但是,企业如何发展,最终形成企业的核心竞争力,企业才得以持续的发展,每个水务企业都面临着选择,JN水务也不例外。本文作者有丰富的水务企业管理经验,同时也有实践的经验,通过运用企业战略的相关管理理论、以及在本企业内部的研究成果,还有相关的SWOT和PEST战略分析工具,深入浅出地对JN水务集团内外部环境、内部能力等进行了分析,重新定义了水务集团的企业使命,制定了总体发展规划,还同时配合做出了阶段性发展战略目标。对于创新发展战略的具体实施,笔者有独到见解,完整构建JN水务集团系统的战略体系有着指导性意义,这就是：创新“子品牌运营”的新模式、构建完整的水务产业链、探索进入污水处理和中水回用业务等新的运营业务、还要适时地发展异地水务业务的经营模式,加强企业文化的建设等措施。这样一来,公司的战略定位和战略规划逐步实现。
[Abstract]:With the pollution problem becoming more and more serious, the national water resources are becoming more and more scarce, the strategic and economic status of water industry in our country is becoming more and more prominent, and it has become a widely concerned industry in the 21 ~ (st) century. Since 1990, the urban water market in China has been gradually opened to the outside world, and the regional monopoly of the water industry has been gradually broken [1] 26, and the capital monopoly is no longer evident. Foreign capital, private capital and private capital, of course, also have state capital. All compete to enter the operation of the water industry. From then on, China's water market will no longer be monopolized. Under the new development situation, it is necessary to re-examine the competition pattern of the water market. According to their own unique characteristics, water enterprises have formulated a development strategy suitable for their own enterprises to promote the sustainable and benign development of the enterprises. JN Water Group is a large national enterprise, mainly engaged in the management and operation of urban water affairs. In the process of reform, it actively explores the development ideas, and in many ways makes the enterprise develop in the direction of scale and industrialization. This model also achieved a lot of stage achievements. However, how to develop the enterprise, ultimately form the core competitiveness of the enterprise, the enterprise can be sustainable development, each water enterprise is faced with the choice of JN water is no exception. The author of this paper has rich experience in water enterprise management, and also has practical experience. By using the relevant management theory of enterprise strategy and the research results within the enterprise, there are also relevant SWOT and PEST strategic analysis tools. This paper analyzes the internal and external environment and internal capability of JN Water Group, redefines the enterprise mission of Water Group, formulates the overall development plan, and makes the strategic target of stage development. For the specific implementation of the innovative development strategy, the author has the unique opinion, the complete construction JN water group system strategic system has the guiding significance, this is: innovates the "sub-brand operation" the new pattern, constructs the complete water affairs industry chain, In order to explore the new operation business such as sewage treatment and reclaimed water reuse, we should develop the management mode of water business in different places and strengthen the construction of enterprise culture. In this way, the company's strategic positioning and strategic planning gradually realized.
【学位授予单位】：广西大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F299.24;F272

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