本文依据行业生命周期理论，认为我国煤炭行业已进入行业成熟期。在此
基础上，运用 SWOT 方法，重点分析了在中国煤炭行业新常态下兖矿集团内部
优势和劣势及外部机会和威胁，为兖矿集团的创新发展、转型升级提出了战略
发展方向和重点：（1）继续推行国际化战略，重点开发利用非发达国家资源；（2）
继续推行多元化战略，重点做强资本运营，产融融合；（3）继续推行可持续发
展战略，重点突出洁净煤技术的推广和利用；（4）强化成本领先战略，重点进
行机构改革和推行市场化管理机制。为确保这些战略重点得以充分实施，该论
文提出了（1）借助改建国有资本投资公司这一契机和平台；（2）推行市场化、
契约化管理模式；（3）引进与煤炭清洁利用、资本运营等相关的人才；（4）继
续推进技术工艺创新；（5）提高企业集团信息化水平；（6）提升公司企业文化；
（7）加强安全管理等七大方面的保障措施。这些战略重点和保障措施为其他大
型传统能源企业在提供既适合自身发展又符合社会发展的战略思路上具有积极
的借鉴意义
关键词： 兖矿集团；行业生命周期；战略重点；保障措施Abstract
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ABSTRACT
Since the second half of 2012, due to the excessive capacity, increasing
environmental protection pressure and so on, the coal market has remained
continually sluggish, and coal industry and coal enterprises suffered unprecedented
impacts. Therefore, it will have an urgent and a far-reaching significance to deeply
study the future strategy direction of Yankuang Group as a large-scale coal enterprise
group in China.
Based on the industry life cycle theory, China’s coal industry has entered its
mature period. With SWOT analysis, focusing on the internal strengths and
weaknesses and the external opportunities and challenges of Yankuang Group in the
new normal of China’s coal industry, the strategy direction and emphases are put
forward for the innovative development and transformation and upgrading of
Yankuang Group are as follows: (i) to continue to implement internationalization
strategy, emphasizing to develop and utilize the resources in undeveloped countries;
(ii) to continue to implement diversification strategy, emphasizing to upgrade the
capital operation for the integration between property and finance; (iii) to implement
the strategy of sustainable development, emphasizing to the promotion and utilization
of clean coal technology; (iv) to intensify cost leadership strategy, emphasizing to
institutional restructuring and market management mechanism. In order to make sure
the adequate implementation of these strategic emphases, the paper proposes the
seven supporting measures, (i) to take advantage of the platform of state-owned
capital investment company; (ii) to practice the marketing and contracting
management modes; (iii) to introduce the talents for the relevant business; (iv) to
continue the technical innovation; (v) to enhance the level of informatisation; (vi) to
upgrade the enterprise culture; (vii) to strength the safety management. The
abovementioned strategic emphases and supporting measures will provide positive
references to other large-scale traditional energy companies in making the strategies
suitable for their own development and for the social development.
Key Words: Yankuang Group; industry life cycle; strategic emphases; supporting
measures目录
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目录
第 1 章 绪论.....1
1.1 选题背景和意义 .........1
1.1.1 选题背景 ...........1
1.1.2 选题意义 ...........1
1.2 研究思路和方法 .........2
1.2.1 研究思路和结构安排 ...2
1.2.2 研究方法 ...........3
第 2 章 企业战略相关理论.....5
2.1 企业战略的概念及特征 .........5
2.1.1 企业战略的概念 ...........5
2.1.2 企业战略的特征 ...........5
2.2 企业战略管理的内容及要求 .6
2.2.1 战略分析与制订 ...........7
2.2.2 战略评价与选择 ...........7
2.2.3 战略实施与控制 ...........8
2.3 企业战略环境 SWOT 分析法 8
第 3 章 行业生命周期理论及我国煤炭行业生命周期的识别判定...........10
3.1 行业生命周期理论 ...10
3.2 我国煤炭行业生命周期分析及识别判定 ...12
第 4 章 行业成熟期兖矿集团的战略环境分析.......15
4.1 兖矿集团发展现状及战略回顾 .......15
4.1.1 兖矿集团及其发展现状 .........15
4.1.2 兖矿集团战略回顾 .....16
4.2 兖矿集团外部环境分析 .......18
4.2.1 中国经济进入新常态 .18
4.2.2 国际、国内煤炭市场分析 .....18目录
IV
4.2.3 国内煤炭行业发展政策分析 .20
4.2.4 主要竞争对手分析 .....21
4.3 兖矿集团内部环境分析 .......23
4.3.1 企业资源分析 .23
4.3.2 生产能力分析 .26
4.3.3 技术能力分析 .28
4.3.4 人力资源分析 .29
4.3.5 企业管理水平分析 .....29
4.3.6 安全现状分析
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