业务与体制双转型背景下YP公司发展战略研究

发布时间：2018-07-20 19:46

【摘要】：近年来,世界经济低迷不振,国际石油市场供大于求,原油价格大幅下跌,能源消费增速减缓。我国经济降速换档,石油市场需求持续疲软、竞争主体多元化、石油行业微利化。石油企业的经济形势与生存环境发生了新的变化。YP公司是石油行业的新军,专门从事石油仓储,如今面临着市场环境的冲击和挑战。因此,制定好未来一段时期的发展战略,对于实现YP公司持续、稳健、长远发展具有重要的现实意义。本文遵循战略分析、战略选择、战略实施的战略管理过程,对YP公司的发展战略选择进行了分析和研究。文章首先从YP公司的内部和外部环境分析入手,运用PEST工具,从经济、政治法律、社会文化和技术等方面分析了企业的宏观环境；运用五力模型工具,从竞争对手、替代产品、供应商、购买者和同行企业等方面分析了YP公司的产业环境；运用战略群组图,分析了YP公司战略活动的可能方向和趋势；运用CPM工具,聚焦了YP公司与主要竞争对手的竞争态势；从企业的生命周期阶段和资源、能力维度,分析了YP公司的发展阶段和内部资源状况；运用价值链工具,分析了YP公司内部价值链环节优劣势和在外部价值链上的位置及延伸方向。其次,在上述内、外部环境分析的基础上,辨识了YP公司面临的发展机会和威胁,自身的优势和劣势,构建了YP公司的SWOT矩阵,通过匹配、分析,提出了备选战略方案,基于背景形势和利益相关者等因素的考虑,最终确定了适合YP公司的总体战略方案、目标和业务规划,即在石油产业体制改革和YP公司业务转型的背景下,努力成为环渤海区域炼化、贸易企业的中转枢纽基地和石油贸易商。但是,战略目标的实现和战略实施的过程并非易事,本文最后从战略计划、组织结构、管理政策、资源配置和机制改进等方面给出了建议性措施。
[Abstract]:In recent years, the world economy has been sluggish, the international oil market has been oversupplied, crude oil prices have fallen sharply, and energy consumption has slowed. China's economy is shifting at a lower speed, the oil market demand continues to be weak, the main body of competition is diversified, and the petroleum industry is less profitable. New changes have taken place in the economic situation and living environment of petroleum enterprises .YP company is a new army of petroleum industry, specialized in oil storage, now it is facing the impact and challenge of market environment. Therefore, it is of great practical significance to formulate the development strategy for a period of time to realize the sustainable, steady and long-term development of YP Company. Following the strategic management process of strategic analysis, strategic choice and strategic implementation, this paper analyzes and studies the development strategy choice of YP Company. Firstly, this paper starts with the analysis of internal and external environment of YP Company, analyzes the macro environment of enterprises from the aspects of economy, politics and law, social culture and technology by using pest tools, and uses five Force Model tools to substitute products from competitors. Suppliers, purchasers and peer firms analyze the industrial environment of YP Company; use strategic group diagram to analyze the possible direction and trend of YP company's strategic activities; use CPM tools, It focuses on the competitive situation of YP Company and its main competitors, analyzes the development stage and internal resource situation of YP Company from the life cycle stage and resource, capability dimension of the enterprise, and uses the value chain tool. The advantages and disadvantages of the internal value chain and the position and extension direction in the external value chain of YP Company are analyzed. Secondly, on the basis of the above internal and external environment analysis, we identify the development opportunities and threats faced by YP Company, its own strengths and weaknesses, and construct the SWOT matrix of YP Company. Based on the consideration of background situation and stakeholders, the overall strategic plan, objectives and business planning suitable for YP Company are finally determined, that is, in the context of petroleum industry system reform and the restructuring of YP Company's business. Strive to become the Bohai region refining, trading enterprises transit hub base and oil traders. However, the realization of strategic objectives and the process of strategic implementation are not easy. At the end of this paper, some suggestions are given in terms of strategic planning, organizational structure, management policy, resource allocation and mechanism improvement.
【学位授予单位】：大连理工大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F272;F426.22

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