II
加大创新的力度，加大对外营销的力度，注重环保理念等措施，保证 Q 水电设计
公司市场拓展战略的顺利实施。
关键词：市场拓展 环境分析 发展战略 市场竞争I
Abstract
Candidate: Xia Yan Supervisor: Professor Wan Shunfu
With the development of our national economy construction unceasingly thorough,
changing the national energy structure, hydropower development like a raging fire set
off, especially in countries to develop since the western development strategy, the
hydropower industry has experienced great development by leaps and bounds. As the
hydropower industry core competitive sector, the design of hydropower unit has also
experienced a "big development snowball" style in recent 30 years. Private design
companies such as bamboo shoots after a spring rain as germination to the command
from the "country the name" Design Institute "big brother" to the present era, various
forms of ownership to complement each other All flowers bloom together. multiple
times, hitherto unknown domestic hydropower design industry competition.
In addition, with the national "deep going out" strategy, hydroelectric energy
competition in China's hydropower design companies have long been engaged in the
worldwide, in South America, Southeast Asia Africa, participated in many local
hydropower design work, not only won the honor for the country, is to make a great
contribution to the country economic construction and even diplomatic career. In the
background of this history, private Q hydropower design company located in the
southwest hinterland, not only face the domestic competition environment, and actively
participate in economic globalization process, emerging in the International
Hydropower Design stage. In order to maintain a long-term competitive strength, to
survive to the domestic and foreign design of hydropower industry competition, local
interests not only focus on the present, but also for long-term strategic planning. For
enterprises, the core competitiveness of the biggest than found in the market, seizes the
market, develop the market, to maintain market share, set up the image and good
reputation in the market competition, the accumulation of soft power. Therefore, to
develop effective marketing strategy is the internal need of the development of the
company, the first priority is imminent.II
The paper firstly explains the research purpose, significance, research method and
framework, introduced the basic situation of Q hydropower design company, macro
external environment and then through the SWOT diagnostic method for Q design of
hydropower company faces and the industry competition environment, internal
resources, capabilities of the company for detailed analysis, the Q design of hydropower
company in the market competition advantage and disadvantage and market
development opportunities and threats. Then combined with the company's market
development vision and goals, determine the company marketing general framework
strategy, put forward the strategic mode using concentric diversification and vertical
integration of combining. Finally, the security mechanism to realize the market
development strategy planning, put forward by adjusting the organizational structure,
the enterprise culture into the marketing practice, improve human resources
management, increase innovation, increase the marketing efforts, focus on the concept
of environmental protection measures, to ensure the smooth implementation of the Q
design of hydropower company marketing strategy.
Key word：Market development Environmental analysis Development strategy
Market competitionI
工商管理专业
研究生 夏焱 指导老师 万顺福
摘要：随着我国国民经济建设的不断深入，国家能源结构的不断变化，水电
大开发如火如荼的掀起，特别是国家制定西部大开发战略以来，水电行业历经了
跨越式的大发展。作为水电行业的核心竞争部门，水电设计单位在最近 30 年内也
经历了“滚雪球”式的大发展。从全部“国字号”设计院所统领的“老大哥”时
代，到私营设计公司如雨后春笋般萌发，到现在多种所有制形式互相补充的百花
齐放的多元时代，国内水电设计行业的竞争前所未有的白热化起来。除此之外，
随着国家“走出去”战略的深入，我国的水电设计企业早已投身于世界范围内的
水电能源竞争当中，在非洲，南美洲，东南亚参与了很多当地的水电设计工作，
不仅为国家赢得了荣誉，更是为国家的经济建设甚至外交事业做出了极大的贡献。
在这个历史的大背景下，地处西南腹地的民营 Q 水电设计公司，不仅面对国内强
手如林的竞争环境，而且积极加入到全球化的经济进程当中，不断出现在国际水
电设计舞台上。要想长久的保持强大的竞争实力，要想在国内外水电设计行业的
竞争中求生存，不能只着眼于眼下的局部利益，还要进行长远的战略规划。对企
业而言，最大的核心竞争力莫过于发现市场，占领市场，开拓市场，保持长久的
市场份额，在市场竞争中树立良好的形象与口碑，积累软实力。因此，制定有效
的市场拓展战略是公司发展的内在需要，也是迫在眉睫的第一要务。
论文首先阐明了研究的目的、意义、研究方法和结构框架，介绍了 Q 水电设
计公司的基本情况，然后通过 SWOT 诊断法对 Q 水电设计公司所面临的宏观外部环
境和行业竞争环境，公司内部资源、能力进行了详细的分析，明确了 Q 水电设计
公司在市场竞争中的优势和劣势及市场拓展中的机会和威胁。然后结合公司市场
拓展的愿景和目标，确定了公司市场拓展战略总框架，提出采用同心多元化和前
向一体化相结合的战略构架。论文最后研究了实现市场拓展战略规划的保障机制，
提出通过调整组织结构、将企业文化贯彻到市场销售实践、完善人力资源管理、III
目 次
摘要 .................................................................I
ABSTRACT .............................................................I
目次
1 绪论 ...............................................................1
1.1 研究背景........................................................1
1.2 研究目的和意义..................................................2
1.2.1 本文研究的目的 .............................................2
1.2.2 本研究的理论意义 ...........................................2
1.2.3 本研究的现实意义 ...........................................3
1.3 研究方法和研究内容..............................................3
1.3.1 研究的方法 .................................................3
1.3.2 研究的内容 ..................................................4
1.3.3 论文结构 ...................................................4
2 相关理论综述 .......................................................6
2.1 战略管理........................................................6
2.2 发展战略........................................................6
2.3 分析模型........................................................7
3 Q 水电设计公司宏观环境分析 .........................................8
3.1 Q 水电设计公司情况介绍 ..........................................8
3.2 宏观环境对 Q 水电设计公司的影响 .................................8
3.2.1 国家政策法律对 Q 水电设计公司市场拓展战略的影响 .............9
3.2.2 经济环境对 Q 公司市场拓展战略的影响 ........................10
3.2.3 社会文化环境对 Q 公司市场拓展战略的影响 ....................11
3.2.4 技术实力对 Q 公司市场拓展战略的影响 ........................13
3.3 行业环境对 Q 公司市场拓展战略的影响.............................13
3.3.1 水电设计行业的整体概况 .....................................13
3.3.2 现有企业的竞争 .............................................14
3.3.3 顾客（业主）讨价还价的能力 ................................15
4 Q 水电设计公司内部环境分析及 SWOT 分析 .............................17
4.1 以资源为基础的观点.............................................17
4.1.1 Q 公司物力资源分析 .........................................17
4.1.2 Q 公司人力资源分析 .........................................17
4.1.3 Q 公司组织资源分析 .........................................18IV
4.2 战略和文化的整合 .............................................. 19
4.2.1 Q 水电设计公司的制度文化........