额河建管集团发展战略研究
发布时间：2018-10-10 10:54
【摘要】：额河建管集团经过二十年经营发展,取得了显著的经济效益和社会效益。累计供水83亿方,发电46亿度。为北疆地区经济社会可持续发展提供了水资源保障,为石油重镇克拉玛依市存续与发展,生态环境改善、人民生活质量提高发挥了重要作用,保障了准东煤电煤化工基地开发建设、乌昌经济大发展等战略的实施;调水工程沿途开发土地资源,发展农牧业,促进了当地农牧民脱贫致富。自治区“十三五”规划明确提出,破解制约全面建成小康社会的难题,补短板、消瓶颈,需加快北疆供水二期工程等一批重大水资源配置工程,明显提高区域水资源调配能力,为额河建管集团提供了良好的发展机遇。但近年来集团除了利用A河流主体开发权和国家基础设施投资开发的供水、发电两项主业发展良好外,其他项目的发展出现战略模糊、定位不准,运营不佳的状况。为了使企业逐步发展壮大,额河建管集团应主动抓住政策机遇,时时关注企业的环境变化,研究和决定企业的发展战略,选择制定切实可行的战略方法,通过发展战略的调整与实施,提高自身的综合竞争能力,不断推进集团的发展。本文以额河建管集团为研究对象,根据集团的发展历程和经营现状,运用企业战略管理、多元化经营等相关理论,通过对集团内部环境、外部环境进行分析,利用SWOT分析法得出,额河建管集团拥有A河水能、水资源开发的专属权;水利工程建设管理经验丰富,已具备多元化经营的产业雏形等优势;受自治区流域管理改革政策推进速度慢影响,存在水资源开发市场受到挤占,事业单位管理体制向企业化管理转变,内部经营观念不强,自身追求经济效益动力不足。产品结构单一,自主定价能力弱等劣势。指出额河建管集团应抓住二期供水项目开发、乌鲁木齐工业和城市供水市场需求增大、自治区水利工程旅游开发政策等机遇,充分分析经营风险,找出对策,重点培育和强化供水、发电两大核心竞争力,在水产养殖、水利旅游开发等相关领域开展多元化经营。退出一些核心竞争力无关,盈利能力、市场成长能力差的产业。确定了额河建管集团今后的发展战略为多元化经营战略,并提出了以归核化和相关多元化为中心的实施策略。
[Abstract]:After twenty years of operation and development, the group has achieved remarkable economic and social benefits. The accumulative total water supply is 8.3 billion square meters and the power generation is 4.6 billion degrees. It has provided water resources guarantee for sustainable economic and social development in northern Xinjiang, played an important role in the survival and development of Karamay, an important oil town, the improvement of ecological environment and the improvement of people's quality of life. It ensures the development and construction of coal, electricity and coal chemical industry base in Zhundong, and the implementation of strategies such as the development of economic development in Wuchang, the exploitation of land resources along the way by the water transfer project, the development of agriculture and animal husbandry, and the promotion of local farmers and herdsmen to get rid of poverty and become rich. The 13th Five-Year Plan of the Autonomous region clearly put forward that solving the difficult problems that restrict the building of a well-off society in an all-round way, mending weaknesses and eliminating bottlenecks, requires speeding up a number of major water resources allocation projects, such as the second phase of the North Xinjiang Water supply Project, in order to obviously improve the capacity of regional water resources allocation. It provides a good development opportunity for the Yanhe Construction and Management Group. But in recent years, in addition to the main development right of A River and the water supply invested in the national infrastructure, the two main projects of power generation have developed well, and the development of other projects has appeared the situation of vague strategy, incorrect positioning and poor operation. In order to make the enterprise develop gradually, the Yanhe Construction and Management Group should take the initiative to seize the policy opportunity, pay close attention to the environment change of the enterprise, study and decide the development strategy of the enterprise, and choose the feasible strategic method. Through the adjustment and implementation of the development strategy, improve their comprehensive competitiveness, and constantly promote the development of the group. According to the development course and management status of the group, this paper analyzes the internal and external environment of the group by using the relevant theories such as enterprise strategic management, diversification management and so on. By means of SWOT analysis, it is concluded that the Yanhe River Construction and Management Group owns the exclusive right of A river water energy and water resources development, and has the advantages of rich experience in water conservancy project construction management and the embryonic form of diversified management industry, etc. Influenced by the slow speed of the reform policy of watershed management in the autonomous region, the water resources development market is overrun, the management system of the institution changes to the enterprise management, the internal management concept is not strong, and the motive force of pursuing economic benefits is insufficient. Single product structure, weak pricing ability and other disadvantages. It is pointed out that the Yanhe Construction and Management Group should grasp the opportunities of the second stage water supply project development, the increasing demand of Urumqi industry and urban water supply market, the tourism development policy of water conservancy projects in the autonomous region, and fully analyze the management risks and find out the countermeasures. Emphasis is placed on cultivating and strengthening the core competitiveness of water supply and power generation, and developing diversified management in aquaculture, water conservancy tourism and other related fields. Withdraw from some core competitiveness, profitability, poor market growth ability of the industry. This paper determines that the future development strategy of Yanhe Jianguan Group is a diversified management strategy, and puts forward the implementation strategy centered on the centralization and related diversification.
【学位授予单位】：石河子大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F272;F299.24
本文编号：2261501
[Abstract]:After twenty years of operation and development, the group has achieved remarkable economic and social benefits. The accumulative total water supply is 8.3 billion square meters and the power generation is 4.6 billion degrees. It has provided water resources guarantee for sustainable economic and social development in northern Xinjiang, played an important role in the survival and development of Karamay, an important oil town, the improvement of ecological environment and the improvement of people's quality of life. It ensures the development and construction of coal, electricity and coal chemical industry base in Zhundong, and the implementation of strategies such as the development of economic development in Wuchang, the exploitation of land resources along the way by the water transfer project, the development of agriculture and animal husbandry, and the promotion of local farmers and herdsmen to get rid of poverty and become rich. The 13th Five-Year Plan of the Autonomous region clearly put forward that solving the difficult problems that restrict the building of a well-off society in an all-round way, mending weaknesses and eliminating bottlenecks, requires speeding up a number of major water resources allocation projects, such as the second phase of the North Xinjiang Water supply Project, in order to obviously improve the capacity of regional water resources allocation. It provides a good development opportunity for the Yanhe Construction and Management Group. But in recent years, in addition to the main development right of A River and the water supply invested in the national infrastructure, the two main projects of power generation have developed well, and the development of other projects has appeared the situation of vague strategy, incorrect positioning and poor operation. In order to make the enterprise develop gradually, the Yanhe Construction and Management Group should take the initiative to seize the policy opportunity, pay close attention to the environment change of the enterprise, study and decide the development strategy of the enterprise, and choose the feasible strategic method. Through the adjustment and implementation of the development strategy, improve their comprehensive competitiveness, and constantly promote the development of the group. According to the development course and management status of the group, this paper analyzes the internal and external environment of the group by using the relevant theories such as enterprise strategic management, diversification management and so on. By means of SWOT analysis, it is concluded that the Yanhe River Construction and Management Group owns the exclusive right of A river water energy and water resources development, and has the advantages of rich experience in water conservancy project construction management and the embryonic form of diversified management industry, etc. Influenced by the slow speed of the reform policy of watershed management in the autonomous region, the water resources development market is overrun, the management system of the institution changes to the enterprise management, the internal management concept is not strong, and the motive force of pursuing economic benefits is insufficient. Single product structure, weak pricing ability and other disadvantages. It is pointed out that the Yanhe Construction and Management Group should grasp the opportunities of the second stage water supply project development, the increasing demand of Urumqi industry and urban water supply market, the tourism development policy of water conservancy projects in the autonomous region, and fully analyze the management risks and find out the countermeasures. Emphasis is placed on cultivating and strengthening the core competitiveness of water supply and power generation, and developing diversified management in aquaculture, water conservancy tourism and other related fields. Withdraw from some core competitiveness, profitability, poor market growth ability of the industry. This paper determines that the future development strategy of Yanhe Jianguan Group is a diversified management strategy, and puts forward the implementation strategy centered on the centralization and related diversification.
【学位授予单位】：石河子大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F272;F299.24
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