SJZDF热电一厂竞争战略研究
|
摘要
目前,我国电力行业基本形成了“厂网分开,竞价上网”的格局。SJZDF热电一厂作为一所老热电厂,如何在市场竞争中抓住机遇,扬长避短,制定科学的竞争战略,以保证在这个无序的过渡阶段取得竞争优势。
本文在理论研究的基础上,首先,运用PEST分析法、波特的五种竞争力量模型以及外部要素评价(EFE)矩阵对SJZDF热电一厂竞争战略的宏观环境、产业环境进行分析和评价,分析了企业面临的机会与威胁,通过评价可得SJZDF热电一厂的主营业务处于一个较有吸引力的市场当中。其次,分析了SJZDF热电一厂发展具备的基本能力,运用内部要素评价(IFE)矩阵对SJZDF热电一厂的内部环境进行综合评价,分析了企业拥有的优势和存在的劣势。再次,论文在内外部环境分析的基础上,对SJZDF热电一厂的发展进行了定位,通过SWOT分析模型,运用定量战略计划矩阵(QSPM)对竞争战略进行了选择分析,确定实行成本领先战略。本文最后从影响热电厂成本的两个主要因素——资产质量和管理水平出发,提出了SSZDF热电一厂实施成本领先战略的六条措施:搞好物资管理;加强成本管理;扩大机组规模;推行全面质量管理;组织结构重组和人力资源管理。在资产和管理上建立起自己的优势,根据企业生产的特点,加强企业管理信息系统和风险控制,为企业实施成本领先战略提供有力的支持。
SJZDF热电一厂实施成本领先战略,可以有效地抵御威胁,抓住机遇,提升企业管理水平,也为可持续发展打下良好的基础。
At present, the electricity industry of our nation basically forms the situation that "power plant and the electric net going separately, running through price competition". The SJZDF heat&power No.1 plant is an old power plant. How to grasp opportunity in the market competition, to show it's strong points and hide it's weaknesses, to formulate down a rationalize competitive strategy, in order to guarantee competitive advantage for the transition period out of order.
Based on the theoretic research, firstly, PEST analytic approach, five kinds of competition strength models and external key elements of Porter's appraised matrix (EFE) are used to analyze and appraise the macroscopical environment, industry environment and competitive strategy of the SJZDF heat&power No.1 plant. Secondly, this research uses internal key element appraise matrix to carry on a comprehensive appraisal to the internal environment of the SJZDF heat&power No.1 plant, pointing out that there are both the advantages and the existing inferior position. Thirdly, based on the analysis of inside and outside environmental, the research makes a reservation to development of the SJZDF heat&power No.1 plant. Thought SWOT analysis model and using the quantitative strategic planning matrix (QSPM) to analyze the competitive strategy, the research points out that the plant should adopt the cost leadership competitive strategy. At the end, considering the two main factor affecting the cost of heat&power plants which are capital quality and management, this thesis brings forward six measures for the SJZDF heat&power No.1 plant to carry out the cost leadership competitive strategy including to emphsis management for fuel and material supply; underscore the cost management; to enlarge the scale of units;to enforce the Total Quality Management; to construct organization; to push advanced human resource management. Establish own advantage on capital and management, according to the character of company production to strengthen the control of MIS and the risk, for ensuring the cost leadership competitive strategy.
The SJZDF heat&power No.1 plant implement cost leadership strategy, it can effectively resist threaten, grasp opportunity, promote level of the plant management. It lays a good foundation for the plant continuing development.
本文在理论研究的基础上,首先,运用PEST分析法、波特的五种竞争力量模型以及外部要素评价(EFE)矩阵对SJZDF热电一厂竞争战略的宏观环境、产业环境进行分析和评价,分析了企业面临的机会与威胁,通过评价可得SJZDF热电一厂的主营业务处于一个较有吸引力的市场当中。其次,分析了SJZDF热电一厂发展具备的基本能力,运用内部要素评价(IFE)矩阵对SJZDF热电一厂的内部环境进行综合评价,分析了企业拥有的优势和存在的劣势。再次,论文在内外部环境分析的基础上,对SJZDF热电一厂的发展进行了定位,通过SWOT分析模型,运用定量战略计划矩阵(QSPM)对竞争战略进行了选择分析,确定实行成本领先战略。本文最后从影响热电厂成本的两个主要因素——资产质量和管理水平出发,提出了SSZDF热电一厂实施成本领先战略的六条措施:搞好物资管理;加强成本管理;扩大机组规模;推行全面质量管理;组织结构重组和人力资源管理。在资产和管理上建立起自己的优势,根据企业生产的特点,加强企业管理信息系统和风险控制,为企业实施成本领先战略提供有力的支持。
SJZDF热电一厂实施成本领先战略,可以有效地抵御威胁,抓住机遇,提升企业管理水平,也为可持续发展打下良好的基础。
At present, the electricity industry of our nation basically forms the situation that "power plant and the electric net going separately, running through price competition". The SJZDF heat&power No.1 plant is an old power plant. How to grasp opportunity in the market competition, to show it's strong points and hide it's weaknesses, to formulate down a rationalize competitive strategy, in order to guarantee competitive advantage for the transition period out of order.
Based on the theoretic research, firstly, PEST analytic approach, five kinds of competition strength models and external key elements of Porter's appraised matrix (EFE) are used to analyze and appraise the macroscopical environment, industry environment and competitive strategy of the SJZDF heat&power No.1 plant. Secondly, this research uses internal key element appraise matrix to carry on a comprehensive appraisal to the internal environment of the SJZDF heat&power No.1 plant, pointing out that there are both the advantages and the existing inferior position. Thirdly, based on the analysis of inside and outside environmental, the research makes a reservation to development of the SJZDF heat&power No.1 plant. Thought SWOT analysis model and using the quantitative strategic planning matrix (QSPM) to analyze the competitive strategy, the research points out that the plant should adopt the cost leadership competitive strategy. At the end, considering the two main factor affecting the cost of heat&power plants which are capital quality and management, this thesis brings forward six measures for the SJZDF heat&power No.1 plant to carry out the cost leadership competitive strategy including to emphsis management for fuel and material supply; underscore the cost management; to enlarge the scale of units;to enforce the Total Quality Management; to construct organization; to push advanced human resource management. Establish own advantage on capital and management, according to the character of company production to strengthen the control of MIS and the risk, for ensuring the cost leadership competitive strategy.
The SJZDF heat&power No.1 plant implement cost leadership strategy, it can effectively resist threaten, grasp opportunity, promote level of the plant management. It lays a good foundation for the plant continuing development.
引文
[1]Michael E Porter.Competitive Strategy:Techniques for Analyzing Industries and Competition.New York:The Free Press,1980.
[2]Prahalad,C,K.and Gary Hamel.The Core Competence of the Corporation.Harvard Business Review,Vol:68,No.3,May,1990,P:79-91.
[3]刘勇,马胜杰.企业建立核心能力的基本思路.数量经济与技术经济研究,2001,(5).
[4]金占明著.战略管理-超竞争环境下的选择.北京:清华大学出版社,1999年,P138-140.
[5]Rumelt,Richard P1 Schendel,Dan and Teece,D J.Strategic Management and Economics.Strategic Management.Journal,1996.
[6]Davidcolli and Cynthia,A,Motgomery.Competing on Resource Strategy in 1990s.Harvard Business Review.,1995.
[7]SJZDF热电一厂概况(内部资料),2006.
[8]格里高利·G.戴斯,G.T.拉普金著.邱琼、刘辉锋译.战略管理-创建竞争优势.北京:中国财政经济出版社,2004,P27.
[9]中电联:电力投资增速明显放缓 结构逐步优化.中国阀门信息网.http://www.chinavalveinfo.net.
[10]詹铃.冬煤告急:13省区再步限电怪圈.21世纪经济报道,2008,1,24.
[11]国家电力公司发电部.火电机组供电煤耗状况调查分析及对策研究报告.贵州煤炭信息网.http://www.gzmk.cn.
[12]魏兵,王志伟,李莉,蒋露.微型燃气轮机冷热电联产系统经济性分析.热力发电,2007,(9).
[13]河北省发展和改革委员会.河北南网今夏电力有富余.河北省发展和改革委员会网.http://www.hbdrc.gov.cn/website/hbdrc/welcome.jsp.
[14]施祖麟,黄涛.台商对大陆投资特点的实证分析与发展展望.清华大学学报(哲学社会科学版),2007,(4).
[15]谭忠富,陈广娟.我国能源发展的风险影响因素与预警系统分析.中国能源,2007,(5).
[16]2008电力行业投资策略报告.华经数据网.http://www.dataci.cn.
[17][英]格里·约翰逊,凯迈·斯科尔斯著.金占明,贾秀梅译.公司战略教程.北京:华夏出版社,2003,10.
[18]许臻,杨宝红,王正江,王颢,姜琪.火电厂水平衡优化及用水指标分析.热力发电,2007,(5).
[19]谭忠富,姜海洋,严菲.我国电力用煤效率分析及改进措施.中国能源,2008,(1).
[20]林毅夫.李约瑟之谜、韦伯疑问和中国的奇迹.北京大学学报(哲学社会科学版),2007,7.
[21]迈克尔·波特著.竞争论.北京:中信出版社,2003,P46
[22]李东,宋志平著.战略管理咨询-原理、分析技术与实施策略.北京:华夏出版社,2003,P147.
[23]迈克尔·波特著.陈小悦译.竞争优势.北京:华夏出版社,2003,P3.
[24]高明华,王延明.自然垄断企业改革:政府规制和公司治理的融合.中国社会科学院研究生院学报,2007,(4).
[25]杨锡怀,冷克平,王江著.企业战略管理理论与案例(第二版).北京:高等教育出版社,2004,P196.
[26]项保华著.企业战略管理-概念、技能与案例.北京:科学出版社,2001.
[27]Dave Francis著.孙宁译.竞争战略进阶.大连:东北财经大学出版社,2003,P197.
[28]理查德·诺曼,拉菲尔·拉米雷斯著.从价值链到价值群:设计交互式战略.价值链管理.北京:中国人民大学出版社,2002,5.
[29]陈秋荣,马士华著.生产与运作管理.北京:高等教育出版社,2004,2,P217.
[30]同[29],P218.
[31]温渊.设备管理成本控制的探讨.设备管理与维修,2007,(8).
[32]袁先富.现代工业企业计量管理系列讲座.工业计量,2008,(1).
[33]郭国洲.搞好备件 库存管理 降低企业生产成本.现场管理,2000,(6).
[34]彭安福著.电力企业现代管理.北京:中国水利水电出版社,2004,P41.
[35]李军,王雷,徐治皋.引入LEC寿命管理的汽包锅炉机组负荷分配优化.电力系统自动化,2008,(2).
[36]同[4],P379.
[37]王利平,周燕.管理过程中的权威作用机制.中国人民大学学报,2007,(4).
[38]李晏墅,李晋.基于员工积极心理的快乐管理研究.经济管理新管理,2007,(18).
[39]同[34],P83.
[40]加里·德斯勒.人力资源管理(第六版).北京:人民大学出版社,2004,P461.
[41]蒋任重著.图解企业战略管理.北京:中国经济出版社,2004,P145.
[42]同[25],P326.
[43]陈禄.大型锅炉汽包壁温差的控制.热力发电,2008,(1).
[2]Prahalad,C,K.and Gary Hamel.The Core Competence of the Corporation.Harvard Business Review,Vol:68,No.3,May,1990,P:79-91.
[3]刘勇,马胜杰.企业建立核心能力的基本思路.数量经济与技术经济研究,2001,(5).
[4]金占明著.战略管理-超竞争环境下的选择.北京:清华大学出版社,1999年,P138-140.
[5]Rumelt,Richard P1 Schendel,Dan and Teece,D J.Strategic Management and Economics.Strategic Management.Journal,1996.
[6]Davidcolli and Cynthia,A,Motgomery.Competing on Resource Strategy in 1990s.Harvard Business Review.,1995.
[7]SJZDF热电一厂概况(内部资料),2006.
[8]格里高利·G.戴斯,G.T.拉普金著.邱琼、刘辉锋译.战略管理-创建竞争优势.北京:中国财政经济出版社,2004,P27.
[9]中电联:电力投资增速明显放缓 结构逐步优化.中国阀门信息网.http://www.chinavalveinfo.net.
[10]詹铃.冬煤告急:13省区再步限电怪圈.21世纪经济报道,2008,1,24.
[11]国家电力公司发电部.火电机组供电煤耗状况调查分析及对策研究报告.贵州煤炭信息网.http://www.gzmk.cn.
[12]魏兵,王志伟,李莉,蒋露.微型燃气轮机冷热电联产系统经济性分析.热力发电,2007,(9).
[13]河北省发展和改革委员会.河北南网今夏电力有富余.河北省发展和改革委员会网.http://www.hbdrc.gov.cn/website/hbdrc/welcome.jsp.
[14]施祖麟,黄涛.台商对大陆投资特点的实证分析与发展展望.清华大学学报(哲学社会科学版),2007,(4).
[15]谭忠富,陈广娟.我国能源发展的风险影响因素与预警系统分析.中国能源,2007,(5).
[16]2008电力行业投资策略报告.华经数据网.http://www.dataci.cn.
[17][英]格里·约翰逊,凯迈·斯科尔斯著.金占明,贾秀梅译.公司战略教程.北京:华夏出版社,2003,10.
[18]许臻,杨宝红,王正江,王颢,姜琪.火电厂水平衡优化及用水指标分析.热力发电,2007,(5).
[19]谭忠富,姜海洋,严菲.我国电力用煤效率分析及改进措施.中国能源,2008,(1).
[20]林毅夫.李约瑟之谜、韦伯疑问和中国的奇迹.北京大学学报(哲学社会科学版),2007,7.
[21]迈克尔·波特著.竞争论.北京:中信出版社,2003,P46
[22]李东,宋志平著.战略管理咨询-原理、分析技术与实施策略.北京:华夏出版社,2003,P147.
[23]迈克尔·波特著.陈小悦译.竞争优势.北京:华夏出版社,2003,P3.
[24]高明华,王延明.自然垄断企业改革:政府规制和公司治理的融合.中国社会科学院研究生院学报,2007,(4).
[25]杨锡怀,冷克平,王江著.企业战略管理理论与案例(第二版).北京:高等教育出版社,2004,P196.
[26]项保华著.企业战略管理-概念、技能与案例.北京:科学出版社,2001.
[27]Dave Francis著.孙宁译.竞争战略进阶.大连:东北财经大学出版社,2003,P197.
[28]理查德·诺曼,拉菲尔·拉米雷斯著.从价值链到价值群:设计交互式战略.价值链管理.北京:中国人民大学出版社,2002,5.
[29]陈秋荣,马士华著.生产与运作管理.北京:高等教育出版社,2004,2,P217.
[30]同[29],P218.
[31]温渊.设备管理成本控制的探讨.设备管理与维修,2007,(8).
[32]袁先富.现代工业企业计量管理系列讲座.工业计量,2008,(1).
[33]郭国洲.搞好备件 库存管理 降低企业生产成本.现场管理,2000,(6).
[34]彭安福著.电力企业现代管理.北京:中国水利水电出版社,2004,P41.
[35]李军,王雷,徐治皋.引入LEC寿命管理的汽包锅炉机组负荷分配优化.电力系统自动化,2008,(2).
[36]同[4],P379.
[37]王利平,周燕.管理过程中的权威作用机制.中国人民大学学报,2007,(4).
[38]李晏墅,李晋.基于员工积极心理的快乐管理研究.经济管理新管理,2007,(18).
[39]同[34],P83.
[40]加里·德斯勒.人力资源管理(第六版).北京:人民大学出版社,2004,P461.
[41]蒋任重著.图解企业战略管理.北京:中国经济出版社,2004,P145.
[42]同[25],P326.
[43]陈禄.大型锅炉汽包壁温差的控制.热力发电,2008,(1).