作为典型的资源密集型行业,电解铝一直面临着资源短缺和环境保护的双重

压力。在过去相当长时期内,影响电解铝企业生存和发展的最主要因素始终是资

源和能源。受金融危机的影响,全球经济增速大幅放缓,铝的需求增长明显放缓,

然而地方政府对GDP的追求加剧了国内铝产能过剩,行业竞争进入“白热化”阶段。

是继续走“拼资源、拼环境”的“煤-电-铝”的老路,还是根据铝行业特点和企业自身

情况,制定适合企业自身发展需要的差异化竞争战略,企业走到了面临生死抉择

的十字路口。组织战略是决定组织长期绩效的决策和行动,如何制定和实施有效

的竞争战略,适应外部环境的不断变化和日趋激烈的市场竞争,对企业的生存和

发展至关重要。本文立足电解铝行业现状、发展趋势,利用PEST分析、“五力模

型分析”等战略分析方法,分析了 Y铝业股份有限公司的外部环境;运用SWOT

分析法研究了企业的优劣势、面临的机会以及威胁,研究了 Y铝业股份有限公司

的资源、能力,提出了低成本的竞争战略和后向一体化的发展战略,提出了确保

该战略实施的具体措施和方法,对Y铝业股份有限公司的发展具有较强的可操作

性和指导意义,也是在新形势下战略理论对资源密集型企业的应用探索。

关键词:Y铝业股份有限公司;竞争战略;发展战略;“五力”模型,

SWOT分析

ABSTRACT

As a very typical resource-intensive industry, aluminum Industry has been facing the

challenge both from shortage of resource and environmental protection. For most

aluminum history, the dominating factors for the development of aluminum producers

are always resource and energy. Due to Global Financial Crisis,global economic growth

rate slows down sharply, which consequently causes prostration of the demand for

aluminum. Meanwhile, domestic overcapacity situation is getting worse due to local

governments' overdependence on GDP, which accordingly causes much tougher

competition. To develop Coal-Power-Al industry chain by following the old routine of

resource and energy rivalry, or to develop a differential competitive strategy according

to one's own situation and industry traits, aluminum producers are facing with the

choice of life and death of the crossroads. A strategy is decisions and actions which

decide its performance and achievement in the long run. As a very important part of

business executives, strategy management has become a pressing concern in terms of

how to generate and implement a company's strategies to adjust itself to dynamic

environment and severe market competition. Based on the current situation and industry

movement of China's aluminum industry as well as Y Aluminum Company Ltd its own

situation, by application of the theory of “PEST” analysis and Five Forces Model”,this

paper analyzes the external environment of Y Aluminum Company Ltd and discusses its

outstanding resources and capability; by application of the theory of SWOT Analysis”,

this article also discusses what kind of opportunities and throats Y Aluminum Company

Ltd faces and what kind of strengths and weaknesses it has. On the basis of all these

analysis, this paper also formulate its own Low-cost competitive strategy and

backwards vertical integration growth strategy. Ultimately the paper proposes several

detailed measures and methods to ensure this strategy successfully implemented. It has

an important guiding significance and practical availability to the development of Y

Aluminum Company Ltd.

KEYWORDS: Y Aluminum Company Ltd, Competitive Strategy, Growth Strategy,

“Five Forces Model and “SWOT” analysis.

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