I 摘要 近年来，随着我国经济增速减缓，全社会用电量增幅有限，2019年我国全 社会用电量72255亿千瓦时，增速只有4.5%，而与之相对的全国发电设备容量 为201066万千瓦，增速5.8%，用电量增速低于发电设备增速，相对而言整体电 量需求低迷，装机容量呈现过剩状态。在成本侧，煤炭采购成本是火电企业的 主要成本支出，而煤炭价格近年来受供给侧改革影响，一直处于高企状态，导 致火电企业发电成本居高不下。在市场竞争中，新能源发电的崛起对本不充裕 的电力市场再次形成冲击，作为清洁能源的新能源企业，在发电优先权上占据 优势，这再一次挤占了火电企业的生存空间。2019年全国火电行业亏损面达到 43.8%。过剩格局难改、新能源无情挤压、市场化改革逼迫，火电企业面临着残 酷的竞争格局。 作为火电企业，X公司面临的形势险峻，但同样必须看到，大形势下有威胁 同样有机遇。电力市场竞争方面，随着河南省省内电改不断深入，2020年省内 将全面实行电力调峰辅助服务市场化交易，引导各火电企业有偿调峰，各火电 企业由原来“以价博量”的无序竞争方式，逐渐转变为“理性定价”的有序竞 争方式。煤炭市场方面，随着“十三五”煤炭去产能任务接近尾声，以及煤炭 优质产能持续释放，国内煤炭市场供需形势已由目前的紧平衡转为相对宽松， 供需矛盾将有所缓和，煤炭价格中枢有望逐步下移。国家政策方面，省政府印 发《河南省煤炭消费减量行动计划（2018—2020年）》，力争2020年全省煤炭 消费总量比2015年下降15%左右，原则上禁止新建、扩建单纯新增产能过剩的 传统产业项目，并提出坚决削减非电行业煤炭消费，加快退出落后产能和低效 产能。三方面因素下，X公司发展迎来难得的机遇。 论文以国内火电企业生存现状为研究背景，对X公司的内在资源和外部环 境进行了分析，随着电力行业的市场竞争愈加激烈，环保政策法规日益严苛，X 公司必须利用自身的技术特点，抓住当前环境下所面临的机会，回避所面临的 威胁。论文主要针对X公司在当今竞争格局下的发展战略进行研究，结合X公 司在扭亏控亏、转型发展中的实践探索，积极思考如何将战略管理理论用于X 公司的发展战略制定中，制定适合X公司的发展战略，并提出了一系列保障措 摘要 II 施。对同类企业在市场竞争中如何生存具有一定的借鉴意义。 关键词：火电企业；发展战略；SWOT分析；战略实施 Abstract III Abstract Inrecentyears,withtheslowdownofChina'seconomicgrowth,thegrowthrate ofthewholesociety'selectricityconsumptionislimited.In2019,thegrowthrateof thewholesociety'selectricityconsumptionis7225.5billionkwh,only4.5%,while thenationalpowergenerationequipmentcapacityis2010660000kW,withagrowth rateof5.8%.Thegrowthrateofelectricityconsumptionislowerthanthegrowthrate ofpowergenerationequipment,andtheoverallelectricitydemandisrelativelylow, andtheinstalledcapacitypresentsastateofexcess.Onthecostside,thecoal purchasecostisthemaincostexpenditureofthermalpowerenterprises,andthecoal pricehasbeeninahighstateinrecentyearsaffectedbythesupplysidereform, resultinginthehighpowergenerationcostofthermalpowerenterprises.Inthe marketcompetition,theriseofnewenergypowergenerationimpactsthepower marketwhichisnotabundantagain.Asanewenergyenterpriseofcleanenergy,it hasanadvantageinpowergenerationpriority,whichonceagainsqueezestheliving spaceofthermalpowerenterprises.In2019,thelossofthenationalthermalpower industryreached43.8%.Itishardtochangethepatternofsurplus,therelentless squeezeofnewenergyandthepressureofmarket-orientedreform.Thermalpower enterprisesarefacingacruelcompetitionpattern. Asathermalpowerenterprise,companyXfacesasteepsituation,butwemust alsoseethattherearethreatsandopportunitiesinthebigsituation.Intermsofpower marketcompetition,withthedeepeningofpowerreforminHenanProvince,in2020, theprovincewillcomprehensivelyimplementthemarket-orientedtransactionof powerpeakregulationauxiliaryservices,guidethepaidpeakregulationofthermal powerenterprises,andgraduallychangethedisorderedcompetitionmodeof"price andvolume"intotheorderlycompetitionmodeof"rationalpricing".Intermsofcoal market,withtheendofthe"13thfiveyearplan"coalcapacityreductiontaskandthe continuousreleaseofhigh-qualitycoalcapacity,thesupplyanddemandsituationin thedomesticcoalmarkethaschangedfromthecurrenttightbalancetorelatively Abstract IV loose,thecontradictionbetweensupplyanddemandwillbeeased,andthecoalprice centerisexpectedtograduallymovedown.Intermsofnationalpolicies,the provincialgovernmentissuedtheactionplanofcoalconsumptionreductioninHenan Province(2018-2020),strivingtoreducethetotalcoalconsumptionoftheprovince byabout15%comparedwith2015in2020.Inprinciple,itisforbiddentobuildor expandtraditionalindustrialprojectswithsimpleexcesscapacity,anditisproposed toresolutelyreducethecoalconsumptionofnonelectricindustries,andaccelerate theexitofbackwardandinefficientproductioncapacity.Underthethreefactors,X companyhasarareopportunityfordevelopment. Basedonthecurrentsituationofdomesticthermalpowerenterprises,thispaper analyzestheinternalresourcesandexternalenvironmentofXcompany.Withthe increasinglyfiercemarketcompetitioninthepowerindustry,andincreasingly stringentenvironmentalprotectionpoliciesandregulations,Xcompanymusttake advantageofitsowntechnicalcharacteristics,seizetheopportunitiesfacedbythe currentenvironment,andavoidthethreats.Thispapermainlystudiesthe developmentstrategyofXCompanyunderthecurrentcompetitionpattern,combines withthepracticalexplorationofXcompanyintheprocessofturninglosscontroland transformingdevelopment,andactivelyconsidershowtoapplythestrategic managementtheorytothedevelopmentstrategyformulationofXcompany,and developsthedevelopmentstrategysuitableforXcompany,andputsforwardaseries ofsafeguardmeasures.Itcanbeusedforreferenceforsimilarenterprisestosurvive inthemarketcompetition. Keywords:Thermalpowerenterprise;Developmentstrategy;SWOTanalysis； Ttrategyimplementation 目录 V 目录 摘要.........................................................................................................I 第一章绪论.............................................................................................1 第一节选题背景与研究意义...........................................................................1 一选题背景....................................................................................................................1 二研究意义....................................................................................................................2 第二节主要研究内容与框架...........................................................................3 第三节研究的工具与方法...............................................................................4 第二章X公司的内部环境分析..............................................................6 第一节公司的基本情况介绍...........................................................................6 第二节公司的内部资源分析...........................................................................6 一生产能力分析............................................................................................................7 二盈利能力分析............................................................................................................9 三安全生产能力分析..................................................................................................11 四人力资源分析..........................................................................................................12 第三章X公司的外部环境分析............................................................13 第一节宏观环境分析.....................................................................................13 一政策环境分析..........................................................................................................13 二经济环境分析..........................................................................................................16 三社会文化分析..........................................................................................................18 四技术环境分析..........................................................................................................20 第二节竞争环境分析.....................................................................................21 一潜在进入者..............................................................................................................21 二替代品研究......................................................................