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论文编号：	3895
作者编号：	2120092680
上传时间：	2011/12/3 8:46:42
中文题目：	ＬＭ风能叶片公司发展战略研究
英文题目：	Research of LM Wind Power Development Strategy In China
指导老师：	胡望斌
中文关键字：	核心竞争力　发展战略　风电叶片行业　环境分析
英文关键字：	Core competition, Development strategy, Wind power industry, Environment analysis
中文摘要：	摘 要中国经济一直在高速发展，能源对于经济的发展尤其重要，化石燃料等产生大量温室气体的发电方式将逐渐减少，水电的开发已经基本达到饱和，2011年风电等新能源的发展仍是如火如荼，许多企业仍在跑马圈地建设风场，风力发电已成为新能源领域中最具商业化价值的项目之一，近年来在国内外发展迅速，各风电场发电利润开始稳步上升，并网等问题也逐渐得到解决，到2030年，可再生能源将涵盖世界各地对能源需求的35%以上。因此，风电，作为绿色清洁能源，必然会得到国家，政府，社会的支持与关注，在国家的十二五规划中已经明确把风电发展确定为国家能源战略的高度，由此风电的高速发展是必然的趋势。但是风电行业目前又面临以下问题：（一）是市场供求的快速转型。随着行业介入者的增加及产能的迅速扩大，根据瑞士能源2009年预测的我国装机计划(2010年规划装机1000万kw、2020年9000万kw，实际发展可能更快)，并结合国内目前叶片公司的产能发展计划，目前“供不应求”的市场格局可能在未来2一3年内发生变化。2010年、2020年市场总体产销比可能会分别达到2.8:1和12:1。（二）是整机整合的倾向明确。根据国外风电产业的发展经验，整机企业对于核心零部件的垂直整合是行业发展的必然趋势，国外整机厂一般采用自建或收购的方式，完善自身的叶片供应链。独立的叶片制造商必然面临市场份额萎缩、产品利润压缩的困境。以国外目前唯一存在的全球性独立叶片公司LM为例，其市场份额由原先的40%下降至27%，毛利率由30%左右下降至20%。国内目前的一线整机厂东汽、华锐、金风，二线整机厂中的明阳、三一、华仪等都已经开始通过直接投资或股东投资的方式建立自己的叶片公司。（三）是产业整合即将展开。随着行业进人门槛的降低及介人者的增加，行业的内部竞争即将展开，根据产业的周期性特点，行业整合必将出现。根据国内相关研究机构的分析，未来3一5年内，中国将出现2一3家年产能1000套(兆瓦级)以上的叶片制造企业，形成叶片市场的主流。主导市场的销售价格、原材料供应、销售渠道占有绝对优势，其他规模较小的补充性企业在采购成本、管理成本、区域优势、销售优势上都无法比及，最终可能面临被淘汰或被兼并的可能。在此背景下，本文力求通过分析，希望能为艾尔姆公司发展战略制定提供一点参考。首先，本文介绍了全球能源格局及风电设备的发展历程，以及选题背景，然后结合战略管理的相关理论，如波特产业环境分析，企业核心竞争力，外部因素评价矩阵，内部因素评价矩阵，SWOT，定量战略计划矩阵，行业价值链分析等理论，对风电叶片制造公司艾尔姆所处的外部环境进行了分析，分别从技术，自然，经济，等方面分析企业所处的宏观环境，如从全球的角度分析了目前风电叶片行业在欧洲，北美，印度，中国的发展状况，从技术角度回顾了风电行业整个技术发展历程。也从风电叶片行业的经济特性，行业特征，变革驱动因素等方面分析行业所处的中观环境，并对目前国内风电企业进行了战略分组，分析定位艾尔姆所处的位置为低端大规模生产厂家，文中大量的图表，数据均来自相关企业或近年的资料，对目前风电叶片行业的实际状况做了一定程度的反映，对于风电叶片行业所存在的问题也做了一定得分析，尤其对风电叶片企业艾尔姆的竞争结构和核心竞争力等微观环境分析的较为深入。其次，采用量化的方法在问卷调查的基础上，研究目前叶片行业状况，在此基础上，运用外部因素评价矩阵，内部因素评价矩阵，对艾尔姆公司所处的环境进行分析，最后使用SWOT矩阵，得出九种备选方案，然后再利用定量战略计划矩阵，对备选战略方案进行决策，由此得出艾尔姆公司的发展战略为：技术开发与创新战略，内部发展战略，一体化战略。第三，在得出战略发展方案后，再结合实际提出了战略方案的实施方法和步骤，以及政策保障、机制保障、市场需求保障等保障措施，以确保战略目标的实现。 (一)，在外部环境对艾尔姆发展战略支持方面： 1，政府继续实行财政支持，发展风电产业 2，政府继续实行对风电产业的税收优惠政策（二），艾尔姆公司战略的实施由上文分析所知，艾尔姆在叶片战略分组中，处在低端大型叶片制造工厂的位置。 1，技术开发与创新战略艾尔姆加大技术投入，进行技术改革和创新，对叶片行业企业来说，就是需要优先发展大型叶片，同时注意保证叶片质量，延长叶片使用寿命。在技术开发方面，作为叶片制造的专业厂家，艾尔姆公司与客户一起，按客户需求定制叶片，这以是艾尔姆研发贴近市场需求，按市场需求进行技术创新。 2内部发展战略开始进行产业转移，2011年关掉欧洲的数家工厂，裁减了数百欧洲工厂员工，把制造工厂转移到东欧及中国，以靠近叶片市场，减少运输成本，最重要的是减少了叶片制造成本，欧洲市场的各项制造成本一直居高不下，按照如此高的制造成本是无法在中国市场竞争的，同时在新疆，天津，秦皇岛，江阴分别设厂，靠近客户生产叶片，以降低运输成本。整个叶片行业的利润都在急剧下降，艾尔姆在生产运营方面开始严格控制成本，减少固定资产投资，如租用厂房，由客户提供生产叶片用模具，推行国内采购，开发国内供应商，在企业内部开展精益生产，提高企业运营效率。同时在力所能及的情况下与各风电叶片企业做好沟通，按照国家的行业政策，做好整体沟通与规划，避免内部的恶性竞争。 3一体化战略艾尔姆并购风电刹车系统公司，实行纵向一体化战略，但是，由于资金问题，未能在纵向一体化方面再有动作。第四，本文为保障此发展战略的执行，给艾尔姆公司提供了以下保障建议： 1.组织保障在公司内部设置专门的战略发展部门，直接向董事会汇报，此战略发展部门将研究目前的风电产业态势，及时向董事会递交报告，汇报目前的行业进展，同时在公司各部门间做好沟通，以便各部门理解目前行业的态势。 2.财务保障 每年拨出专款，用于战略发展的研究及执行，对于符合公司发展战略的工作，加以补贴，鼓励 希望本文能对企业，政府等相关部门提供一定的参考价值，同时也希望利用此文能对国家风电行业发展尽一点个人的绵薄之力。 关键词：核心竞争力，发展战略，风电（叶片）行业　，环境分析
英文摘要：	ABSTRACT With the high speed development of China, Energy is very important for Economic Development. The traditional power generation method will produce a lot of pollution for the environment also produce a lot Co2 for the world. Wind power as the green energy get a lot focus from state, government and society. The wind power industry will have a very good development in the future. For economic development, fossil fuels produce large amounts of greenhouse gases will gradually reduce the power generation, hydropower development has basically reached saturation, in 2011 wind power and other new energy development is still in full swing, Many construction companies are still staking wind, wind power has become a new field of energy in the most commercial value of one of the items at home and abroad in recent years, rapid development of wind power generation profits steadily increased, and net issues have been resolved by 2030, renewable energy will cover parts of the world's demand for energy more than 35%. Therefore, wind power, as a green clean energy, is bound to be national, government, community support and interest in the country's second Five-Year Plan has been clearly identified as a lookout power development a high degree of national energy strategy, which wind power rapid development is an inevitable trend. But the wind power industry is currently facing the following problems: (A) is the market supply and demand of rapid transformation. As the industry's increasing involvement and the rapid expansion of production capacity, according to the Swiss energy forecasts 2009 China's installed capacity planning (Planning 2010 installed 10 million kw, 2020年90 million kw, actual development may be faster), combined with the current leaves the domestic the company's capacity development program, the current "shortage" in the market may be in the next 2 or 3 years to change. In 2010, sales in 2020 than the overall market may reach 2.8:1 and 12:1, respectively. (B) is a clear tendency of the whole wind turbine integration. According to foreign experience in the development of wind power industry, the whole enterprise for the core components of vertical integration is an inevitable trend of development of the industry, foreign plants generally use the machine itself or acquisitions to improve their supply chain leaves. Independent blade manufacturer to face shrinking market share and product profitability compression difficulties. The only foreign presence in the global independent leaf company LM, for example, its market share drop from the original 40% to 27% gross profit margin dropped from 30 percent to 20 percent. The current first-line domestic machine factory Dongfeng, China Rui, the wind, second-tier machine factory in the Ming Yang, 31, Huayi has begun and so through direct investment or shareholder leaves the company to establish their own way. (C)The blade industry consolidation. With lower barriers to entry into the industry and the intervention by the increase in competition within the industry about to begin, according to the industry's cyclical nature, industry consolidation will occur. According to the analysis of national research institutions, the next three to five years, China will appear 2 an annual capacity of 1000 sets of three (MW) or more of the blade manufacturer to form leaves the mainstream market. Dominate the market selling price, raw material supply and sales channels, has an absolute advantage, other smaller complementary businesses in the procurement costs, management costs, the regional advantage, sales can not be compared on the advantages and may eventually be forced out or merger may be. In this context, this paper seeks to analyze, hoping for the company's development strategy formulation LM provide some reference. First, the article describes the pattern of global energy and wind power equipment development process, as well as topics of background, and then combined with the theory of strategic management, industry, environmental analysis, such as Porter, the core competitiveness of enterprises, external factors evaluation matrix, the internal factor evaluation matrix , SWOT, quantitative strategic planning matrix, the industry value chain analysis theory, the wind turbine blade manufacturing company LM external environment were analyzed separately from the technical, natural, economic, and other aspects of analysis of the macroeconomic environment in which enterprises , such as from a global point of view of the current wind turbine blade industry in Europe, North America, India, China's development, from a technical point of reviewing the entire wind power industry technology development process.。 Wind power blade industry from the economic characteristics, industry characteristics, to analyze the factors driving changes in the industry in which the concept of environment, and domestic wind power enterprises in a strategic group analysis of the location positioning LM lower end of large-scale manufacturers, a large number of chart paper, data are from related companies or recent information on the current wind turbine blades to do the actual situation of the industry to some extent a reflection of the wind turbine blades for the problems the industry has done a will have to analyze, especially for wind blade business LM competitive structure and core competitiveness, the more in-depth analysis of micro-environment. Secondly, the use of quantitative methods in the survey, based on the research leaves the current industry conditions, on this basis, the use of external factors evaluation matrix, the internal factor evaluation matrix, LM company to analyze the environment, and finally use the SWOT matrix, obtained nine kinds of options, and then use quantitative strategic planning matrix, the program of alternative strategies for decision-making, resulting LM company's development strategy: technology development and innovation strategy, internal development strategy, one strategy. Thirdly, the strategic development programs in the draw, and then put forward a strategic plan with the actual implementation of methods and procedures, and policies to protect, safeguard mechanisms, market demand protection safeguards to ensure that the strategic goals. (A), The support from outside for LM development strategic. 1, the Government continues the implementation of financial support, the development of wind power industry 2, the Government continues to implement the wind power industry tax incentives (B), Implementation of LM corporate strategy 1, technology development and innovation strategy LM increase technology investment, technical reform and innovation, the blade industry enterprises, is the need to give priority to the development of large leaves, taking care to ensure the quality of leaves, extending blade life. In technology development, as a professional blade manufacturing factory, Yi LM company with customers to customize according to customer needs leaves, LM Wind Power this development close to the market demand, according to market demand for technological innovation. 2, Internal development strategy LM begin the transfer of industries in 2011 off several European factories, laid off hundreds of factory workers in Europe, the manufacturing plant moved to Eastern Europe and China to close leaves the market, reduce transportation costs, the most important is to reduce the blade manufacturing costs, the European market has been high manufacturing costs, in accordance with such a high manufacturing cost can not compete in the Chinese market, while in Xinjiang, Tianjin, Qinhuangdao, Jiangyin, respectively, factories, close to the customers to produce blades in order to reduce transportation costs. The profits of the entire blade industry in sharp decline, Yi Ermu production began to strictly control operational costs and reduce investment in fixed assets such as plant hire, produced by the customer leaves with a mold, the implementation of domestic procurement, development of domestic suppliers, in the enterprise carried out within the lean production, improve operational efficiency. At the same time and in whatever circumstances make the wind turbine blades business communication, in accordance with national industry policy, good communication and the overall planning, to avoid vicious competition within. 3, Integration strategy LM acquisition of wind power brake system companies, the implementation of vertical integration strategy, however, because of funding problems, not vertical integration in action again. Fourthly, the development of this strategy for the protection of this implementation to LM offers the following protection recommendations: (1) Organization Development Set up a dedicated in-house strategic development department, reporting directly to the Board, the strategic development department will examine the current situation of wind power industry in time to submit to the Board report on the current progress of the industry, while in the company's good communication between various departments, so that all departments understand the current industry trend. (2) Financial security Annual allocations of funds for strategic research development and implementation, in line with company's development strategy for the work to be subsidies, to encourage. Hope the thesis can be valuable for the company and government. Also hope to use the thesis to contribute a little for our country wind power development. Keywords: Core competence，Development strategic，Wind power industry, Environment analysis,
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