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论文编号：	13491
作者编号：	2320200370
上传时间：	2022/12/3 18:27:32
中文题目：	TY水电设备公司商业模式研究
英文题目：	Research on the business model of TY Hydro equipment company
指导老师：	牛芳
中文关键字：	水电设备；商业模式；商业模式画布；价值主张
英文关键字：	Hydropower Equipment; Business Model; Business Model Canvas; Value-Propositions
中文摘要：	水电是清洁能源，它具有可再生、无污染、运行费用低等优点。水电的大规模应用对各国家和地区资源利用率的提升以及经济发展有着重要的作用。当前，地球上传统的化石能源存量日趋紧张，水电成为世界各国普遍优先采用的电能来源。伴随着全球2050年净零排放规划的落实，水电作为可再生能源迎来了大发展。水电设备制造业是水电开发产业链非常重要的一环，已经存在了百余年。它属于传统大型非标设备制造业，其商业模式具有鲜明的特点。 TY水电设备公司是全球知名的专业水电设备制造商。其生产的水电设备累计装机容量达到了全球的四分之一以上。但随着近年来市场竞争日益激烈，原材料成本不断上涨，公司面临着市场占有率下降，盈利困难等挑战。因此，在全球清洁能源迎来发展机遇的背景下，如何调整公司的商业模式，使公司业务逐步向好，实现可持续发展，成为了该公司当前必须研究的课题。 本文以TY水电设备公司为研究对象，对该公司商业模式进行分析。首先，搜集并掌握商业模式相关理论和文献资料，使之成为研究工作的理论依据。然后，运用PEST、波特五力模型等分析工具，深入剖析了TY水电设备公司的内外部经营环境，市场竞争形势。最后，通过分析TY水电设备公司商业模式九要素的具体情况和绘制商业模式画布，以及向公司主要领导层人员和各职能的专家发放调查问卷，发现了TY水电设备公司存在成本过高、客户粘性低、供应商质量参差不齐等问题。同时也发现了优化成本、产品向服务转化、重新为客户分类来优化客户服务等机会。接下来，针对以上内容，本文认为其应当从以下方面着手，改进商业模式：通过产品标准化来降低设计和采购成本，降低次品率；与客户缔结高层次的合作伙伴关系，共同开发国内外EPC项目；加大对供应商质量控制所需资源的投入，派驻监造工程师监督和指导供应商的生产。同时，配合优化组织架构和人员结构、完善人力资源建设、加强产品研发和技术变革能力、推动适应新形势的企业文化变革等措施来保障改进之后的商业模式的实施。希望通过本文的研究，能够为TY水电设备公司商业模式改进提供策略指导，成为其商业模式升级的借鉴和参考。
英文摘要：	Hydropower is a clean energy, which has the advantages of renewable, non-pollution and low operating costs. The large-scale application of hydropower plays an important role in the improvement of resource utilization and economic development in various countries and regions. At present, the traditional fossil energy stock on the earth is becoming increasingly tense, and hydropower has become the preferred power source for all countries in the world. With the implementation of the global zero emission plan for 2050, hydropower, as a renewable energy, has witnessed great development. The hydropower equipment manufacturing industry is a very important part of the hydropower development industry chain, which has existed for more than 100 years. It belongs to the traditional large-scale non-standard equipment manufacturing industry, and its business model has distinctive characteristics. TY hydropower equipment company. is a world-renowned professional manufacturer of hydropower equipment. Its cumulative installed capacity of hydropower equipment has reached more than a quarter of the world. However, with the increasingly fierce market competition and rising raw material costs in recent years, the company is facing challenges such as declining market share and profit difficulties. Therefore, under the background of global clean energy ushering in development opportunities, how to adjust the company's business model to make the company's business gradually better and achieve sustainable development has become a subject that the company must study at present. This thesis takes TY hydropower equipment company as the research object, and analyzes its business model. The first step is to collect and master the relevant theories and literature of the business model, making it the theoretical basis for the research work. The second step is to use PEST, Porter's Five Forces Model and other analysis tools to deeply analyze the internal and external business environment and market competition situation of TY Hydropower Equipment Company. Third, by analyzing the specific situation of the nine elements of the business model of TY hydropower equipment company, drawing the business model canvas, and issuing questionnaires to the company's main leadership and experts in various functions, we found that TY hydropower equipment company had problems such as high cost, low customer stickiness, and uneven supplier quality. At the same time, we also found opportunities to optimize costs, transform products into services, and re classify customers to optimize customer service. Next, in view of the above contents, this thesis believes that it should start from the following aspects to improve the business model: reduce the design and procurement costs through product standardization, and reduce the rate of defective products; Conclude high-level partnership with customers to jointly develop domestic and foreign EPC projects; Increase the input of resources required for supplier quality control, and dispatch supervision engineers to supervise and guide the production of suppliers. At the same time, the implementation of the improved business model will be ensured by taking measures such as optimizing the organizational structure and personnel structure, improving the construction of human resources, strengthening the ability of product research and development and technological change, and promoting the change of corporate culture to adapt to the new situation. I hope that the research in this thesis can provide strategic guidance for TY hydropower equipment company to improve its business model and become a reference for its business model upgrading.
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