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论文编号：	3787
作者编号：	2120092662
上传时间：	2011/11/26 17:30:23
中文题目：	民营发电企业的多元化战略研究
英文题目：	The Research Of Diversification Strategy For Private Electric Power Enterprise
指导老师：	李亚
中文关键字：	民营发电企业;多元化;保利协鑫;清洁能源
英文关键字：	private electric power enterprise;diversification strategy;GCL-Poly Energy Limited;clean energy
中文摘要：	摘　要自2003年起我国推行了电力行业的体制改革，原有的电力行业被国有垄断的局面逐渐被打破。随着近年来改革的不断深入，电力市场逐步放开，以及政府的政策鼓励与扶持，越来越多的民营资本得以进入到电力生产领域，充实和丰富了电力建设和生产市场的资金来源。数量不断增长的民营发电企业不仅充实了电力产能并增强了市场竞争，同时也说明了民营发电企业虽然资本规模普遍较小，产能结构单一，但在运营和管理方式上具有独到之处，保证了其在市场竞争中的一席之地。但总体上看，在我国民营资本由于进入电力市场时间还比较短，产能和资本规模也与主要竞争对手即国有大型发电企业有较大差距，在行业内缺乏足够的话语权和领导地位。随着近年来发电行业整体经营环境不断恶化，各民营发电企业同国有大型发电企业一样，不仅面临着能源原料成本的不断高涨，电价形成机制受到政策性调控，传统产能结构收益率不断下降，对企业生产工艺和环保要求不断提高的局面，而且还面对来自上下游的巨大市场压力和同行业对手的竞争。因此如何选择一条适合于自身特点的发展道路，促进企业的发展与提高经济效益，就是民营发电企业亟需面对的问题。为了寻求一条适合民营发电企业的发展道路，增强民营发电企业的市场竞争力，本文通过分析国内发电行业的整体环境和行业现状，对民营发电企业的生存环境包括政治和法律环境、宏观经济环境、社会和文化环境、技术环境以及发电行业内竞争结构进行了介绍，并通过SWOT工具剖析了民营发电企业自身所拥有的优势、劣势，面临的威胁与机遇，提出民营发电企业在当前形势下，应根据自身地域与自然资源的优势，结合民营企业管理灵活高效的特点，在充分获取地方政府扶持和资金支持的前提下，采用多元化的发展方式，积极进军产业方向明确，能够获得政策鼓励，成长速度更高，发展前景更为广阔的清洁能源发电领域，以或得更高的投资收益和经营绩效，或涉足相关发电设备制造及原材料行业，以降低企业生产成本，获得更多的竞争优势。文中以民营发电企业中多元化发展的先行者，并已取得初步成果的保利协鑫能源有限公司为代表，对该公司原有产能、资产和整体状况进行了介绍，并突出其所拥有的区位资源、地方政府和筹融资优势。对其逐步进入太阳能光伏发电领域，及太阳能光伏发电的核心组件之一——多晶硅电池制造业的多元化发展道路进行了阐述，并通过分析该公司近年来的财务报告，分析其多元化发展几年来所获得的成果，特别是新拓展的多元化业务所带来的丰厚回报对公司业绩高速成长的促进和帮助，明确民营发电企业多元化发展能够带来的收益和广阔空间。并结合保利协鑫能源公司在多元化实践过程中，为配合公司整体战略所采取的市场策略、财务和人力资源等方面的措施，对广大民营发电企业在多元化战略选择和实施的过程中所应采取的措施和控制、防范风险的方法，提出了自己的见解和建议，以增强本文中多元化发展的思路对其他民营发电企业能够带来的借鉴价值和可操作性。
英文摘要：	Abstract Since 2003, China carried out the reform of power industry, the former situation, the electric power industry is monopolized by state-owned enterprises, has been broken. With the deepening of China's electric power system reform and gradually opening of the electricity market, more private capital has a chance to enter the electricity production area. The growing private power generation companies not only enhances the capability of power generation, intensifies the competition in the market and also shows that even they have generally small-scale capital and single product structure, they maintain a place in the market competition by means of their operation and management approach. But generally speaking, compare to large state-owned electric power enterprises, the private capital has entered the electricity market for a shorter time and the scales of production and capital also have a wide gap. They still lack the right to speak and leadership. As the power industry in recent years, the overall business environment continues to deteriorate, the private electric power enterprises company with large state-owned enterprises not only face the rising energy materials costs, the electricity price forming mechanism regulated by policies, the declining benefits of traditional structure of production, the growing environmental protection requirements of the production technology, but also the huge market pressure from the upstream and downstream and the competition with industry rivals. Therefore, how to choose a suitable development road to promote the development of the enterprise and improve the economic benefit is an urgently problem the private electric power enterprises have to resolve. To find a suitable development path and enhance the market competition ability of the private electric power enterprise, this paper analyzes the external environment and the present situation of the domestic electric power industry, introduces the living environment, including politics, law, macro economy, society, culture and technique environment, of the private electric power enterprises and the competition structure in the power generation industry. By analyzing the advantage, disadvantage, threaten and chance of the private power generation enterprises with SWOT, this paper proposes the private electric power generation enterprises should be based on their geographical advantages and natural resources, combined with flexibility and efficiency of private enterprise management features, under the premise of fully accessing to local government financial support, adopt diversified development strategy, actively enter the clean energy electric power generation fields which has high growth rate and broad prospect to get higher investment income and better business performance, or involved unrelated power equipment manufacturing industry or related raw material industry, in order to reduce production costs and gain more competitive advantage. Taking GCL-Poly Energy Limited, the pioneer of private power producers in the diversification, and has achieved initial results, as example, he company's existing production capacity, assets and overall condition were introduced, and highlight the location of its own resources , local government and to raise financing advantages. Introduced how it gradually get into diversified development path: the field of solar photovoltaic power generation and one of the core components of solar photovoltaic power generation - silicon cell manufacturing. By analyzing the company's recent financial reports, analyze achievements of the diversified development over the years, especially the company performance boosts brought by the new expanded diversified business, pointed out the diversification can bring benefits and broad spaces to the private power generation companies. Combined with the market strategy, financial and human resources measures taken by GCL to coordinate with the company's overall strategy in the process of the diversified practice, put forward my views and suggestions for the majority of private power generation companies on the measures to be taken, the controls to be applied and risk prevention methods to be used in the process of selecting and implementing the diversified strategy, to enhance the reference value and operability on the diversity ideas in this article to other private power companies.
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