基于产业链的A水务集团发展战略研究

发布时间：2018-08-01 09:31

【摘要】：我国水务行业由于长期以来形成的行政垄断特性,行业集中度低、规模小成为我国水务行业的显著特点。随着我国城市水务市场的逐步开放,水务行业的地域垄断逐步被打打破,水务企业面临着越来越激烈的市场竞争环境。如何利用A水务集团自身优势,通过跨区域整合,做大做强；同时在立足主业的情况下,通过兼并重组,打造从原水到污泥处置整个水务产业链。将是A水务集团未来发展战略考虑的主要问题。本文通过战略工具PEST模型、企业价值链分析法、成功关键因素分析法、重点管理职能分析等方法和工具,以及内部访谈和调查问卷,对A水务集团的外部环境和内部环境进行了分析,并构建了EFE、IFE量表及关键成功因素分析表,对内外部环境进行了定量的分析。基于评价量表的得分均优于平均得分,通过SWOT战略工具选择了SO战略作为A水务集团的整体发展战略,制定了A水务集团的“一体化发展战略”,通过一主多元的一体化业务发展体系,打通从整个原水到污泥处置整个水务产业链,拓展和深度开发以水为核心的居民终端消费产品和服务体系；以垃圾发电和危废处置为核心,逐步衍生环保产业链。战略方案制定后,针对四层面业务体系中细分业务板块提出发展措施,依据整体战略和发展目标,分阶段、有重点地发展相应的业务板块,逐步形成集团“产业经营和资本经营”相结合的双通道业务体系和组合,构建未来发展的四层面业务体系。为了配合整体战略的实施,基于目前职能管理现状存在的问题,针对集团管控、人力资源管理、技术研发和企业文化建设四个方面的管理职能做出了相应的职能管理规划。
[Abstract]:The water industry in our country is characterized by its low concentration and small scale due to its long-term administrative monopoly. With the gradual opening of the urban water market in China, the regional monopoly of the water industry has been broken gradually, and the water enterprises are facing more and more fierce market competition environment. How to make use of A Water Group's own advantages, through cross-regional integration, bigger and stronger; at the same time, based on the situation of the main industry, through merger and reorganization, to create the whole water industry chain from raw water to sludge disposal. Will be A water group's future development strategy to consider the main issues. Through the strategic tool PEST model, the enterprise value chain analysis method, the success key factor analysis method, the key management function analysis and so on method and tool, as well as the internal interview and the questionnaire, This paper analyzes the external and internal environment of A Water Group, constructs EFE IFE scale and key success factors analysis table, and makes a quantitative analysis of internal and external environment. Based on the evaluation scale scores are better than the average score, through the SWOT strategy tool, the so strategy is selected as the overall development strategy of A water group, and the "integrated development strategy" of A water group is formulated. Through a multi-element integrated business development system, through the whole raw water to sludge disposal of the entire water industry chain, expand and deep development of water as the core of residential consumer products and services system; With garbage power generation and hazardous waste disposal as the core, step by step derivative of environmental protection industry chain. After the formulation of the strategic plan, development measures are proposed for the subdivision of the business sector in the four-level business system. According to the overall strategy and development objectives, the corresponding business sectors are developed in phases and in a focused manner. The two-channel business system and combination of industrial management and capital management are gradually formed, and the four-level business system of future development is constructed. In order to cooperate with the implementation of the overall strategy, based on the problems existing in the current situation of functional management, this paper makes the corresponding functional management planning for the four aspects of group management, human resource management, technology development and enterprise culture construction.
【学位授予单位】：西南交通大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F299.24

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