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论文编号：	14920
作者编号：	2320224040
上传时间：	2024/12/6 15:13:35
中文题目：	新电改背景下J电网企业发展战略研究
英文题目：	Research on the Development Strategy of J Power Grid Enterprise under the New Electricity Reform Situation
指导老师：	石鉴
中文关键字：	关键词：电力体制改革;战略管理;多元化战略
英文关键字：	Key Words: Power system reform; Strategic management; Diversification Strategy
中文摘要：	摘要 电力行业是社会经济发展的基石，对国民经济至关重要。自改革开放以来，中国实施了多项电力改革体制，对发电和售电领域产生了深远影响。在2015年，中国国务院公布了《关于进一步深化电力体制改革的若干意见》，这标志着新一轮电力体制改革的正式启动。该政策文件涵盖了电网的独立运营、电力价格体系的改革以及电力交易市场的开放等多个电力行业的关键领域。这些改革为电网企业带来了新的机遇和挑战，促使其从垄断行业逐步向市场化竞争行业转变，盈利模式有购售价差模式转向输配电成本核算下的准许收益模式。在新一轮电力体制改革的背景下，省级电网企业如何应对电力体制改革带来的影响，如何调整自身的发展战略，保持竞争力和可持续发展对J电网企业来说是其必须考虑的问题。 本文旨在探讨J电网企业在新电改背景下如何制定和实施有效的发展战略。首先，采取文献研究对战略管理的相关理论和文献进行了回顾，明确战略管理在企业成长中的核心作用。然后，通过分析J电网企业的内部经营数据、电网发展情况对其内部环境进行了分析，运用PEST和SWOT分析方法对公司所处的外部环境进行了分析，提炼出J电网企业当前环境下存在的优势、劣势、机会和威胁。最后，结合基于波特的不同经营单位之间的纯竞争优势理论，给J电网企业制定了基于纯竞争优势的产业相关性发展战略，并给出相应的战略实施方法和保障措施。 本文最终取得的研究成果是：在新电改背景下，电网行业的经营环境确实变得更加复杂，但同时也为电网公司带来了新的机遇和挑战。J电网企业作为传统垄断行业的一员，财务情况稳健，资产质量优质，面对这样的环境，应选择增长型发展战略，这意味着J电网企业需要积极扩展其业务范围，在稳定发展主业输配电业务的充分利用自身资源优势探索多元化发展的可能。 J电网企业作为国家电网系统中最年轻的省级电网企业，本文所提供的观点可以为其未来发展提供参考，同时也为国内其它省级电网企业如何应对新电改背景制定发展战略提供借鉴。
英文摘要：	Abstract The power industry serves as the cornerstone of socio-economic development and is crucial to the national economy. Since the reform and opening up, China has implemented multiple reforms in the power sector, which have had a profound impact on the generation and sales of electricity. In 2015, the State Council of China unveiled the "Several Opinions on Further Deepening the Reform of the Power System," marking the official launch of a new round of power system reforms. This policy document covers several key areas of the power industry, including the independent operation of power grids, the reform of the electricity pricing system, and the opening of the electricity trading market. These reforms have brought new opportunities and challenges to power grid companies, prompting them to gradually transition from a monopolistic industry to a market-oriented competitive industry, with profit models shifting from the purchase and sales price difference model to a permitted revenue model based on cost accounting for transmission and distribution. Against the backdrop of the new round of power system reforms, how provincial power grid companies respond to the impact of power system reforms, how they adjust their own development strategies, and maintain competitiveness and sustainable development are issues that Company J must consider. This thesis aims to explore how J Power Grid Corporation can formulate and implement effective development strategies under the new electricity reform background. First, a literature review of the relevant theories and literature on strategic management was conducted to clarify the core role of strategic management in corporate growth. Then, the internal environment of J Power Grid Corporation was analyzed through an analysis of its internal operational data and power grid development situation. The PEST and SWOT analysis methods were used to analyze the external environment in which the company is located, and the advantages, disadvantages, opportunities, and threats existing in the current environment of J Power Grid Corporation were identified. Finally, based on Porter's pure competitive advantage theory among different business units, a strategy for industry relevance based on pure competitive advantage was formulated for J Power Grid Corporation, and corresponding methods for strategic implementation and safeguard measures were provided. The research results obtained in this thesis are: under the new power reform background, the operating environment of the power grid industry has indeed become more complex, but it has also brought new opportunities and challenges to power grid companies. As a member of the traditional monopolistic industry, J Power Grid Company has a solid financial situation and high-quality assets. Faced with such an environment, it should choose a growth-oriented development strategy, which means that J Power Grid Company needs to actively expand its business scope, fully utilize its resource advantages to explore the possibilities of diversified development while stably developing its main business of power transmission and distribution. As the youngest provincial power grid company in the national power grid system, the views provided in this thesis can provide a reference for the future development of J Power Grid Company, and also provide a reference for other provincial power grid companies in China on how to formulate development strategies under the new power reform background.
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