【作者】 刘强；

【导师】 冯俭；

【作者基本信息】 西南财经大学 ， 工商管理， 2011， 硕士

【摘要】 企业发展战略和规划是企业面对激烈的市场竞争和复杂多变的经营环境,为求得长期生存和持续发展进行的总体性谋划,是企业发展战略思想的集中体现。中国东方电气集团公司是53家涉及国民经济命脉的央企之一主要生产大中型发电设备,目前已涵盖火电、水电、核电、风电、太阳能五大发电设备板块。东方电气投资管理有限公司是其二级全资企业,主要管理集团公司非核心业务企业和资产。由于其所管理的企业和资产属于集团公司的辅业资产,规模小,总量小,且数量众多。该公司成立后,先后通过改制、关闭等方式处置了一批资产,通过租赁、股权转换等方式盘活了一批资产,通过加强管理、提供市场等手段培育了一批资产,目前已经形成了资产总额达10亿元、员工人数上千人、涉及资本运作、辅机制造、大件物流、物资贸易和物业管理五个业务板块的多元化经营公司。该公司现拥有的五大业务板块虽然仍然属于集团公司的辅业,但均具有较强的市场竞争力,是主业配套和发展的保障,同时,这些资产还涉及到庞大的就业人群,对社会稳定和和谐起着重大的作用。随着集团公司主业的整体上市和不断发展,属于东方电气投资管理有限公司的辅业资产也应该随着集团公司主业的发展而不断发展,因此,研究该公司的发展战略也就显得尤为重要了。本文主要通过运用战略管理的分析手段,对东方电气投资管理有限公司的外部环境和内部条件进行了全方位的分析,从而理清了该公司的现状,再通过运用SWOT组合模型,找到该公司内外部的优势和劣势,以及未来发展过程中存在的机会和威胁,从而对该公司未来的战略发展方向进行了较为准确的定位。文章共分为五个部分,第一个部分为绪论,包括问题提出的背景,研究该课题的目的和意义,研究方法和使用的理论工具等；第二个部分主要分析该公司的外部环境,理清公司发展的机遇与威胁；第三个部分主要分析该公司的内部条件,找到公司具有的优势和劣势；第四个部分通过SWOT矩阵分析,根据公司的战略发展指导思想和要达到的目标,对公司的战略选择进行定位；第五个部分为实施战略的举措。由于本文研究的内容主要为大型国有企业辅业资产的战略发展方向,因此通过对该公司的发展战略的研究思路,能够给类似的国有大中型企业庞大的辅业资产在资源整合、‘资源管控和持续发展的过程中寻求一种比较实用的方式,以便于对他们的改革和发展起到一定的帮助。更多还原

【Abstract】 The development strategy and program of an enterprise is its overall plan to seek long-term survival and continuous development when it confronts fierce market competition and complex and volatile business environment; it is the concentrated reflection of the strategic thinking of an enterprise.DEC is one of the fifty-three national enterprises that concern the lifelines of national economy; it mainly manufactures large and medium-sized power generating equipment. Up to present, DEC’s business has already covered the manufacture of five sectors power generating equipment, including thermal power, hydro power, nuclear power, wind power and solar energy power. Dongfang Electric Investment and Management Co.,Ltd. is a secondary exclusively-invested enterprise of DEC, and it mainly manages DEC’s non-core enterprises and assets, which belong to DEC’s auxiliary assets, with small scale, small gross and large number. After the establishment of this company, it successively dealt with a quantity of assets through restructuring and closing down; activated a quantity of assets through leasing transaction and equity replacement; cultivated a quantity of assets through enhancing management and providing market. Now it has formed a diversified range of businesses involving capital operation, auxiliary equipment manufacturing, bulky cargos logistics, material trade and property management, with its gross assets amounts to one billion RMB and its number of staff reaches almost a thousand.Though the five sectors of businesses owned by DEC Investment and Management Limited Company are still the auxiliary service of DEC, they have strong market competitiveness, and they are the guarantee of main business supporting and development. Meanwhile, these assets also touch upon enormous work force, playing an import role on the stability and harmony of the society. Along with DEC’s continuous development and the integrated listing of its main business, the auxiliary business owned by DEC Investment and Management Limited Company should also follows the developing trend of the DEC’s main business. Therefore, it appears to be very important to study the development strategy of this company.With the strategic management analyzing method, this thesis mainly focuses on the external environment and internal condition of DEC Investment and Management Limited Company, so as to clarify the present state of affairs of the company; then the SWOT matrix analysis is used to find out the internal and external advantages and disadvantages and the potential opportunities and threatens in its future development, thus to conclude the future strategic direction of the company.This thesis consists of five parts. The first part is the introduction of the whole thesis, including the background of under which the question is put forwarded, the aim and meaning to study this subject, the research measure and the theoretical tools adopted. The second part mainly analyzes the external environment of this company, so as to clarify its development opportunities and threaten. The third part concerns the internal conditions of the company, so as to find out the advantages and weaknesses that it faced with. The forth part selects the strategy of the company by SWOT matrix analysis as per the strategic development guiding ideology and object of the company. The fifth part concentrates on the guarantee methods of implementing the strategy.This thesis mainly focuses on the strategic development of the auxiliary business of large-scale state-owned enterprise, therefore it could give enlightenment and offer relatively practical method to similar state-owned large and medium-sized enterprises in the areas of auxiliary business resource restructuring, resource management and continuous development, so as to give help to their reform and development.更多还原