本文以北京电力设备总厂有限公司、中国能源建设集团沈阳电力机械总厂有限公司
为典型研究对象，对企业所处的宏观环境、各项产品市场环境等外部环境，以及财务资
源、资产条件、人力资源、无形资源等内部环境的逐项分析，其中，重点对“十三五”
期间企业主要产品的市场容量、市场占有率、可获得的市场份额进行了定量分析和比对，
首先分析产品所处行业的发展态势，推算该行业的总体产能情况，其次对产品的主要竞
争对手和总体市场容量进行评估，预测该产品“十三五”期间的市场占有率，最后通过
计算得出产品可能获得的具体市场规模
在此基础上，根据上述分析结果，根据北京电力设备总厂有限公司产品种类较多，
涉及业务面较广，管理能力相对较强的特点，本文采用波士顿矩阵（BCG）对该公司业
务进行选择和定位，将产品分为扩张类、强化类、稳定或退出类业务；根据中国能源建
设集团沈阳电力机械总厂有限公司产品以核电设备为主，核电业务相对集中，火电业务
市场份额很小，且占企业营业收入比例较小，人力资源矛盾突出的特点，本文采用 SWOT
分析法对该公司业务进行选择和定位，制定了火电产品应逐步清退产能，分步实施人才
战略和核电行业领导者战略
据此，本文结合行业的整体发展，确定了企业战略目标。其中，建议北京电力设备
总厂有限公司定位于以“调结构、稳增长、促转型”为主线，立足“清洁能源、智能电
网、节能环保”领域，大力实施产业结构调整，加快促进产业转型升级，不断提升企业
行业地位和市场份额；中国能源建设集团沈阳电力机械总厂有限公司定位于通过全面提
升公司的综合实力和可持续发展能力，将公司打造成火电辅机输煤系统及锅炉辅机、核
电 BOP 滤水系统及核岛设备和管道管件系统产品的一流供应商，同时成为核电装备细分
领域的国内领先者；并根据以往战略规划执行过程中的问题和经验总结，以中国能源建
设集团沈阳电力机械总厂有限公司为例，分析了实施计划落地的重点与难点问题，并提
出落地措施建议
最后进行了全文小结，本文的一些分析方法、分析结论，以及针对性的意见和建议
可以给予该类企业一些借鉴，笔者建议类似企业可以参考，同时认为该类企业如果能够
切实、科学的制定战略规划并做好落实，一定会取得持续稳定的发展
关键词：电力装备制造；战略规划；转型华北电力大学硕士学位论文
II
Abstract
Based on the analysis of the current macroeconomic situation, development status and
development environment of the power equipment manufacturing enterprises with the
combination of basic theory and knowledge of strategic management, to the enterprise as an
example, elaborate the sections of strategic planning and implementation, this paper put
forward the enterprise strategic objectives and measures in the transition period.
This paper, taking Beijing Power Equipment Group Co., Ltd., China Energy Engineering
Group Shenyang Electric Power Machinery Factory Co., Ltd. as the typical research object,
makes sequential analysis of the macro environment, the market environment, internal
resources, financial analysis and asset condition, human resources, and so forth. Among them,
we focus on the enterprise market capacity, market share for quantitative analysis and
comparison of the main products in the 13th Five-Year period. The first is the development
trend in the industry by calculating the overall production capacity in the industry, followed
by the evaluation of the product&39;s main competitors and the overall market capacity, and
forecast the product&39;s market share of 13th Five-Year period, finally calculated the specific
market size.
According to the analysis result, Beijing Power Equipment Group Co., Ltd. has more
types of products, involving a wide range of business, and taking an administrative capacity,
this paper makes the position of the company by Boston matrix (BCG), the product will be
divided into three classes, that is expanding business, intensive business, and stable or
exiting business; As for China Energy Engineering Group Shenyang Electric Power
Machinery Factory Co., Ltd., the nuclear power equipment is the main business, the thermal
power business market share is very small, and business revenues is also small, human
resources contradiction is prominent, this paper makes the position of the company by SWOT
analysis, thermal power products should be gradually repaying capacity, and the talent
strategy and the nuclear power industry leader strategy should be implemented step by step.
On the basis, in this paper, the strategic objectives of the enterprise are determined.
Beijing Power Equipment Group Co., Ltd. should located in theadjust structure, steady
growth, promote transformation , based on the clean energy, smart grid, energy saving and
environmental protection areas, vigorously implement the adjustment of industrial structure,
promote industrial restructuring and upgrading, and constantly improve the industry position
and market share; By improving the company&39;s comprehensive strength and sustainable
development ability, China Energy Engineering Group Shenyang Electric Power Machinery华北电力大学硕士学位论文
III
Factory Co., Ltd. will become a first-class supplier in auxiliary engine coal handling system
of thermal power, boiler auxiliaries, nuclear power BOP filter system, nuclear island
equipment, and pipe system, at the same time ,as domestic leader of the nuclear power
equipment supplier. According to the problems and experience in the past, taking China
Energy Engineering Group Shenyang Electric Power Machinery Factory Co., Ltd. as an
example, this paper analyzes the key points and difficulties in the implementation of the plan,
and puts forward some measures for implementation.
Finally, in the summary of this paper, the author suggests that the analysis methods, the
analysis conclusion and suggestions can be given to the similar enterprises as reference, at the
same time that if the enterprise can work out some effective, scientific strategic planning and
get well implementation, they could get the sustained and stable development.
Key word：power equipment；development strategy；transitional period华北电力大学硕士学位论文
IV
目 录
摘要 ....... I
Abstract .... II
目 录 ...... IV
第 1 章 绪 论 . 1
1.1 研究背景及意义 ...... 1
1.1.1 企业战略思维研究与发展 ...... 1
1.1.2 国内外战略规划研究发展与现状2
1.1.3 中国经济发展的新增长点 ...... 3
1.1.4 电力装备制造企业发展现状 .... 4
1.1.5 电力装备制造企业“十三五”期间的发展环境5
1.2 研究思路和方法 ...... 6
1.2.1 电力装备制造企业转型期发展战略的研究 .... 7
1.2.2 研究对象的选取 .. 8
1.2.3 研究对象的基本情况 .......... 8
第 2 章 企业战略环境分析 . 10
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