I 摘要 天然气行业属于市政公用事业的，整个燃气行业的发展情况和人们的生活息 息相关。燃气公司经营有其特殊性，一方面供应天然气需要保证人 们生活的日常 用气的社会职责；另一方面燃气公司又有一般企业的特点，需要关注其自身盈利 情况和市场拓展发展情况。D燃气公司作为一家成长型的企业，在具备了多年的 累 积后，已经具备了一定的实力，目前有待探索合适的战略发展方向以谋求大发 展。 D燃气公司是伴随着燃气能源行业的发展而成长起来的企业，在前期发展过 程中战略定位不够 清晰，没有形成一致的发展战略。随着然气行业形势的变化， 仅仅依靠区域市场，不能完全满足D企业发展壮大需要，而且充满很大的风险。 因此，D燃气公司需要在发展方面进 行反思，需要更多地依托发展战略，实现企 业的扩张布局。 D燃气公司需要在原来发展的基础上，进一步理清自身的发展战 略，形成企业的核心优势。因此，对D公司的发展战略 进行研究，对公司在激烈 的竞争中取得发展，进一步巩固市场地位具有重要的参考价值。 本文以天然气公司D为研究对象，对该公司的内部以及外部环境进行了分析。 其中，基 于PEST方法对D公司面临的宏观环境进行分析，基于波特五力模型对D 公司面临的行业竞争环境进行分析，最后得到该公司的外部环境因素评价矩阵。 其次，对D公司的内部环境进 行了分析，从资源情况、企业管理、安全管理等角 度进行了研究，最后得到该公司的内部环境因素评价矩阵。第三，在内部环境评 价矩阵以及外部环境评价矩阵的基础上，采用 SWOT矩阵分析对D公司面临的内 部外的机遇、挑战、优势以及劣势进行了分析，确定了D公司的备选战略。然后 通过QSPM矩阵对各个备选战略进行评分，最后得到D公司的发展战略 、业务层 战略以及职能战略；最后，详细分析了D公司发展战略实施过程。 本文的结论如下：（1）D公司的外部评价因素矩阵得分为2.0961，该得分低 于2.5的平均分，说明D公 司在在利用外部影响因素的机会，避免外部影响因素 威胁上还有提升的空间；（2）D公司内部因素评价矩阵的得分为1.9033分，低于 2.5的平均分，说明D公司在在利用内部影响 因素的优势，克服内部影响因素的劣 势上还有提升的空间；（3）通过QSPM矩阵对各个备选战略进行评分，最后将得 分最高的扩张性战略作为D公司的发展战略。 本文的研究对于 确立D公司的发展战略，进一步提升D公司的核心竞争力具 有一定的参考价值，也对其他类似的天然气公司提供了参考借鉴。 摘要 II 关键词：天然气公司；发展战略；SWOT；定 量战略规划矩阵 ABSTRACT III ABSTRACT The natural gas industry belongs to municipal public utilities. The development of the whole gas industry is closely related to people's life. The operation of gas companies has its particularity. On the one hand, the supply of natural gas needs to ensure the social responsibility of people's daily use of gas; on the other hand, gas companies have the characteristics of general enterprises, which need to pay attention to their own profitability and market development. As a growing enterprise, D gas company has already possessed certain strength after many years of accumulation. At present, it needs to explore appropriate strategic development direction to seek for great development. D gas company is an enterprise growing up with the development of gas energy industry. In the early development process, the strategic positioning is not clear enough, and no consistent development strategy has been formed. With the change of natural gas industry situation, only relying on the regional market can not fully meet the needs of D enterprise development and growth, and is full of great risks. Therefore, D gas company needs to reflect on its development and rely more on its development strategy to realize its expansion layout. D gas company needs to further clarify its own development strategy and form the core advantages of the enterprise on the basis of the original development. Therefore, the research on the development strategy of D company has important reference value for the company to achieve development in the fierce competition and further consolidate the market position. In this thesis, the internal and external environment of natural gas company D is analyzed. Among them, the macro environment of D company is analyzed based on pest method, the industry competition environment of D company is analyzed based on Porter's five forces model, and finally the evaluation matrix of external environment factors of D company is obtained. Secondly, the internal environment of D company is analyzed, from the perspective of resources, enterprise management, safety management and so on. Finally, the evaluation matrix of internal environment factors of D company is obtained. Thirdly, based on the internal and external environmental evaluation matrix, SWOT matrix analysis is used to analyze the opportunities, challenges, advantages and disadvantages of D company, and determine the alternative strategy of D company. Then through the QSPM matrix to evaluate each alternative strategy, finally get the ABSTRACT IV development strategy, business level strategy and functional strategy of D company; finally, analyze the development strategy, business level strategy and the implementation process of functional strategy of D company in detail. The conclusion of this thesis is as follows: (1) the score of D company's external evaluation factor matrix is 2.0961, which is lower than the average score of 2.5, indicating that D company has room to improve in using the opportunity of external factors and avoiding the threat of external factors; (2) the score of D company's internal factor evaluation matrix is 1.9033, which is lower than the average score of 2.5, indicating that D company is using internal factors There is still room for improvement in the advantages of response factors and overcoming the disadvantages of internal influence factors; (3) each alternative strategy is scored through QSPM matrix, and finally the expansibility strategy with the highest score is taken as the development strategy of D company, and the business level strategy of D company is determined as the leading strategy, while the function level strategy is the source purchase strategy, facility construction strategy, production scheduling strategy Information management strategy, security management strategy and human resource management strategy. The research of this thesis has certain reference value for establishing the development strategy of D company and further improving the core competitiveness of D company, and also provides reference for other similar natural gas companies. Key words: natural gas company; development strategy; SWOT; quantitative strategic planning matrix 目录 V 目录 第一章绪论 ......................... 1 1.1 研究背景与意义... 1 1.1.1 研究背景 ... 1 1.1.2 研究意义 ... 1 1.2 国内外研究现状... 2 1.2.1 国外研究现状 .......................... 2 1.2.2 国内研究现状 .......................... 3 1.3 研究目 的与方法... 4 1.3.1 研究目的 ... 4 1.3.2 研究方法 ... 4 1.4 研究思路与内容... 5 1.4.1 研究思路 ... 5 1.4.2 研究内容 ... 6 第二章理论基础 ................. 7 2.1 战略管理理论....... 7 2.2 战略管理分析工具.............................. 8 2.2.1 PEST分析 ... 8 2.2.2 波特五力分析 .......................... 9 2.3.3 SWOT工具 .............................. 10 2.3.4 外部与内部因素评价矩阵 .... 11 2.3.5 定量战略规划矩阵 ................ 11 2.3.6 层次分析法 ............................ 11 2.3 本章小结............. 12 第三章 D公司的外部环境分析 .................... 13 3.1 宏观环境分析..... 13 3.1.1 经济环境分析 ........................ 13 3.1.2 社会环境分析 ........................ 14 3.1.3 政治环境分析 ........................ 15 3.1.4 技术环境 . 16 3.2 行业竞争环 境分析............................ 18 目录 VI 3.2.1 新进入者威胁 ........................ 18 3.2.2 供方力量 . 18 3.2.3 买方力量 . 19 3.2.4 替代品 ..... 20 3.2.5 竞争的激烈程度 .................... 20 3.3 D公司外部环境因素评价矩阵 ......... 21 3.4 本章小结............. 24 第四章 D公司的内部环境分析 .................... 25 4.1 D公司概况介绍 .. 25 4.1.1 D公司简介 .............................. 25 4.1.2 D公司组织结构概况 .............. 25 4.1.3 D公司经营情 况 ...................... 26 4.2 D燃气公司资源分析 ......................... 27 4.2.1 气源资源分析 ..........