新疆天龙矿业股份有限公司集团化发展战略研究

发布时间：2018-08-04 15:22

【摘要】：经过改革开放近三十年的迅猛发展,我们国家在经济发展方式上已出现了巨大的变化。随着国家新的产业布局的实施和电解铝政策的指引,作为关系国计民生的电解铝产业开始由中部、东部向西北资源地区转移。新疆作为我国燃煤资源丰富地地区,自然成为电解铝产业西移最重要的承接区域。政策的导引必然会导致行业格局的变化,生产厂家之间的竞争会更加剧烈,区域性市场领先地位的确立也将成为电解铝厂商长远规划的战略布局中。同样,电解铝厂商发展方式和增长方式的快速转变事关自身在行业内发展地位的确立。新疆天龙矿业做为新疆本土电解铝生产的探索者,通过自有经营模式的设计,长期以来保持了特有的企业发展水平和赢利能力,成为新疆电解铝产业发展的推动力,为新疆地区的经济发展做出了不可磨灭的贡献。在当前电解铝短期内于新疆丛林众生之时,新疆天龙矿业如何继续通过战略的优势,保持竞争的优势并转化为行业发展水平长期的领先者,也正是本文所要研究的课题。本文立足于新疆天龙矿业的发展状况,着眼于企业以价值最大化为目标,充分发挥内部资源性的组合性优势,紧紧把握住在市场宏观经济规律和电解铝产业发展中的规律,紧跟经济发展大势,以新疆天龙矿业内部为微型行业市场,始终把握住行业发展、创新、赢利的先机,通过对新疆天龙矿业内部资源的充分认识,并结合宏观经济形势、行业及区域内竞争态势的了解,运用战略分析工具提出了新疆天龙矿业战略选择类型,确定了新疆天龙矿业集团化发展战略,力图通过战略模式的建设促进企业发展基业长青。首先对新疆天龙矿业现状、发展历程、公司股权性质、主要管理架构、主要产品和市场定位、内部基本资源基础、产业布置、生产能力、内控管理、经营能力和产业链构建等基本情况的认识,并通过对公司内部优势和内部劣势等方面结合发展情况进行了详细的分析,确立了公司发展的资源性基础,并进一步面向宏观经济大趋势,对电解铝产业发展所处宏观环境运用PEST宏观环境分析法进行了分析,对有色行业和电解铝大宗商品竞争态势运用波特五力模型分析法进行深刻的剖析。同时,结合区域性竞争对手情况进行了发展性指标对标比照,对在新一轮产业发展中所面临的政府提供的政策性优惠条件、主要合作上市公司股东介入、国资投资公司进入等面临的外部机遇进行了分析,也对产业西移所带来的资本竞争、物流运营、融资渠道等风险的加剧提供了发展方式上的压力。进而运用SWOT分析法为新疆天龙矿业的发展推陈出了新的战略选择,在矿业总体发展战略上形成了新的战略组合和选择,在基本定位确定后,又通过运用价值链分析法确定了公司在今后相当一个时期的集团化发展战略。其次,在实施集团化发展战略上以集团化发展管理架构模式的推行、集团化运营模式、盈利模式和核算模式的实施、集团化战略过程和结果的管控对矿业的集团化发展战略进行了落地建设。最后,对矿业集团化发展战略长期目标推行过程中所面临的系统性风险、经营性风险、政策性风险和电解铝产品自身发展风险进行了预警和规避性探讨,进一步丰富了矿业公司集团化发展战略的外延和战略的生命力,确保矿业公司集团化发展战略开放性。新疆天龙矿业通过集团化发展战略的制定和实施,形成了组织内资源的高效组合,充分体现发挥了产品价值链端价值优势,形成了新疆天龙矿业在行业发展中的核心竞争力,在集团化发展战略的推动下,将奠定和形成新疆天龙矿业长期发展的发展优势和竞争优势。
[Abstract]:After the rapid development of reform and opening up in the past thirty years, our country has undergone tremendous changes in the way of economic development. With the implementation of the new industrial layout and the guidance of the electrolytic aluminum policy, the electrolytic aluminum industry, as the national economy and the people's livelihood, has begun to shift from the middle to the east to the west to the north. Xinjiang is a coal resource in China. In the rich area, nature becomes the most important undertaking area for the electrolytic aluminum industry to move west. The guidance of the policy will inevitably lead to the change of the industry pattern, the competition between the manufacturers will be more intense, the establishment of the regional market leading position will also become the strategic layout of the long-term planning of the electrolytic aluminum manufacturers. Xinjiang Tianlong mining industry, as the explorer of the local electrolytic aluminum production in Xinjiang, has long maintained the unique level of enterprise development and profitability by its own management model, and has become the driving force for the development of the electrolytic aluminum industry in Xinjiang and Xinjiang area. At the time of the current electrolytic aluminum in the short term in the jungle of Xinjiang, how Xinjiang Tianlong mining will continue to pass the advantage of the strategy, keep the advantage of the competition and transform it into a long-term leader in the development level of the industry. It is also the subject of this article. This article is based on the development of Xinjiang Tianlong mining industry. With the aim of maximizing the value of the enterprise, making full use of the combined advantages of internal resources, grasping the laws of the market macro economic law and the development of the electrolytic aluminum industry, we should closely follow the economic development trend, take Xinjiang Tianlong mining industry as the micro industry market, and always grasp the development, innovation and profit of the industry. By fully understanding the internal resources of Xinjiang Tianlong mining industry, combining with the macro-economic situation, the understanding of the competition situation in the industry and the region, the strategic choice type of Xinjiang Tianlong mining industry is put forward by using the strategic analysis tool, and the development strategy of Xinjiang Tianlong Mining Group is determined, and the development of the enterprise is tried to promote the development of the enterprise through the construction of the strategic model. First of all, we know the basic situation of Xinjiang Tianlong mining situation, the development course, the property of the company, the main management structure, the main product and market positioning, the basic resource base, the industrial arrangement, the production capacity, the internal control management, the management ability and the construction of the industrial chain, and through the internal advantages and internal disadvantages of the company, etc. According to the detailed analysis of the development situation, the resource base of the development of the company is established, and the macro economic trend is further oriented. The macro environment analysis method of PEST is used to analyze the macro environment of the development of the electrolytic aluminum industry. The Potter five force model analysis method is applied to the coloured industry and the competition situation of the electrolytic aluminum commodities. At the same time, according to the situation of regional competitors, the development indicators are compared to the standard, the policy preferences provided by the government in the new round of industrial development, the intervention of the shareholders of the listed companies, the external opportunities of the entry of state-owned investment companies and the migration of the industry to the West are also analyzed. The intensification of the risk of capital competition, logistics operation, financing channel and so on provides the pressure of the development mode. Then the SWOT analysis method is used to promote the new strategic choice for the development of Xinjiang Tianlong mining industry, and a new strategic combination and selection have been formed in the overall development strategy of the mining industry. The chain analysis method determines the company's group development strategy for a considerable period in the future. Secondly, in the implementation of the group development strategy, the implementation of the group development management framework model, the group operation mode, the implementation of the profit model and the accounting model, the group strategy process and the management control of the results to the group development strategy of the mining industry. Finally, the systematic risk, operational risk, policy risk and the self development risk of electrolytic aluminum products are discussed in the course of the implementation of the long-term goal of the mining group development strategy, which further enriches the extension and the vitality of the strategy of the mineral company cluster development strategy. Mineral company group development strategy is open. Through the formulation and implementation of the group development strategy, Xinjiang Tianlong mining has formed an efficient combination of resources in the organization, fully embodies the value advantage of the product value chain, forms the core competitiveness of Xinjiang Tianlong mining industry in the industry development, and promotes the strategy of the group development. Next, it will lay the foundation for the long-term development advantages and competitive advantages of Xinjiang Tianlong mining industry.
【学位授予单位】：广西大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F272;F426.1

【相似文献】