特种设备在社会生活和经济发展中起到了重要的作用，随着社会经济的发展， 其数量也在日益增长。但其普遍具有高温高压高速的属性，是人民群众人身和财产 安全的重大危险源，国家对其实施全周期监督管理，特种设备检验检测是其中重要 的一环。 H 特种设备检验检测研究院（以下简称 H 特检院）是隶属市场监督局的省级公 益二类事业单位。随着全国机构改革的大潮，H 特检院也面临着即将转企改制的重 大改革。改革的模式、进入市场后的战略方向、现阶段应作的准备成为了必须思考 的问题。本文采取文献研究、访谈调研、问卷调研等方式展开研究，首先梳理了我 国事业单位改革的指导原则、特种设备管理机构相应的改革政策以及战略分析相关 的理论要点；其次，借鉴我国特检事业单位中改革先行者的经验，结合 H 特检院的 现状，提出 H 特检院的改革路径和方式；再次，运用 PEST 模型、波特五力模型等 工具对 H 特检院的外部、内部、行业因素进行分析，并通过访谈和问卷调研建立了 内部、外部评价矩阵，明确了众多要素中的重点问题；接着，运用 SWOT 模型分析 H 特检院面临的机会和威胁、自身的优势和劣势，提出了增长、多元化、内部改进、 保守等四种战略方向，并通过分析论证，提出了 H 特检院的近期、中期和远期组合 战略。其中近期战略是降低成本，属于改进战略；中期战略是开展仪器设备检验业 务的多元化战略；远期战略是品牌营销和布局梯联网的加强型战略。最后，对 H 特 检院低成本战略的实施提出了职能层面的具体改进措施，包括加强质量监督管理的 对策和降低总体成本支出的管理方案。 关键词：特种设备 检验检测 机构改革 低成本战略II 华 中 科 技 大 学 硕 士 学 位 论 文 Abstract Special equipment plays an important role in social life and economic development. With the development of social economy, its number is also growing. However, it generally has the property of high temperature, high pressure and high speed. It is a major danger source for the personal and property safety of the people. The state implements full-cycle supervision and management, and special equipment inspection and testing is an important part of it. H Special Equipment Inspection Testing Institute is a provincial-level public welfare second-class institution affiliated to the Market Supervision Bureau. With the tide of institutional reforms across the country, the hospital of H is also facing major reforms that are about to be transformed into enterprises. The model of reform, the strategic direction after entering the market, and the preparations for the current stage have become issues that must be considered. This paper adopts literature research, interview research, questionnaire survey and other methods, combined with the actual work, first combs the guiding principles of the reform of public institutions in China, the corresponding reform policies of special equipment management institutions and the theoretical points related to strategic analysis. Secondly, combing China's special inspection The experience of reforming pioneers in public institutions, combined with the status quo of H special inspection institutes, proposed the most possible reform path and method of H special inspection institutes; again, using PEST model, Porter five force model and other tools for the external and internal of the hospital The industry factors were analyzed in detail, and internal and external evaluation matrices were established through interviews and questionnaire surveys, and the key issues among many factors were identified. Then, based on this, SWOT model was used to analyze the opportunities and threats faced by H special inspection institutes. The advantages and disadvantages of the four strategic directions of growth, diversification, internal improvement and conservative are listed. Through analysis and argumentation, the combination strategy of H, the medium-term and long-term is proposed. Among them, the short-term strategy is to reduce costs, belong to the improvement strategy, the medium-term strategy is to carry out the diversificationIII 华 中 科 技 大 学 硕 士 学 位 论 文 strategy of instrument and equipment inspection business, and the long-term strategy is the enhanced strategy of brand marketing and layout ladder networking. Finally, this paper proposes specific improvement measures at the functional level for the implementation of the low-cost strategy of the H Special Prosecutor's Office, including measures to strengthen quality supervision and management and management plans to reduce overall cost expenditure. Keywords: Special equipment Inspection and testing Institutional reform Low-cost strategyIV 华 中 科 技 大 学 硕 士 学 位 论 文 目 录 摘要................................................................................................................I Abstract............................................................................................................II 图目录.............................................................................................................VI 表目录............................................................................................................VII 1 绪论..............................................................................................................1 1.1 研究背景.............................................................................................. 1 1.2 研究目的.............................................................................................. 1 1.3 研究内容和方法..................................................................................2 2 相关理论综述............................................................................................. 4 2.1 事业单位改革相关理论概述..............................................................4 2.2 特种设备检验检测机构的体制变革..................................................7 2.3 企业战略理论概述............................................................................11 3 H 特检院机构改革现状分析...................................................................15 3.1 H 特检院概况.................................................................................... 15 3.2 H 特检院机构改革现状....................................................................16 3.3 国内其他特检机构改革状况............................................................17 3.4 H 特检院的改革前景........................................................................20 4 H 特检院转企改制战略因素分析...........................................................21 4.1 H 特检院外部环境分析....................................................................21 4.2 H 特检院外部竞争因素分析............................................................29 4.3 H 特检院内部因素分析....................................................................33V 华 中 科 技 大 学 硕 士 学 位 论 文 4.4 内部和外部因素评价矩阵................................................................38 5 H 特检院战略分析及对策措施...............................................................42 5.1 SWOT 矩阵分析................................................................................42 5.2 组合战略选择....................................................................................43 5.3 战略的要点........................................................................................ 45 5.4 近期战略职能层面的措施................................................................46 6 总结与展望............................................................................................... 51 致 谢..............................................................................................................53