分类号：密级：
U D C ： 学号：415417015155
南 昌 大 学 专业学位硕 士 研 究 生
学位论文
江西TL 能源公司发展战略研究
Research on Development Strategy of Jiangxi TL Energy Company
杨锋
培养单位(院、系)：经济管理学院
指导教师姓名、职称：张文 教授
指导教师姓名、职称：
专业学位种类：工商管理硕士
专业领域名称：企业管理
论文答辩日期：2022 年 5 月 22 日
答辩委员会主席： 曾友红
评阅人：
2022 年 5 月 28 日 声明和授权书
一、学位论文独创性声明
本人声明所呈交的学位论文是本人在导师指导下进行的研究工作及取得的
研究成果。据我所知，除了文中特别加以标注和致谢的地方外，论文中不包含其
他人已经发表或撰写过的研究成果，也不包含为获得南昌大学或其他教育机构的
学位或证书而使用过的材料。与我一同工作的同志对本研究所做的任何贡献均已
在论文中作了明确的说明并表示谢意。
学位论文作者签名(手写)：签字日期：2022 年 5 月 31 日
二、学位论文版权使用授权书
本学位论文作者完全了解南昌大学有关保留、使用学位论文的规定，同意学
校有权保留并向国家有关部门或机构送交论文的复印件和电子版，允许论文被查
阅和借阅。本人授权南昌大学可以将学位论文的全部或部分内容编入有关数据库
进行检索，可以采用影印、缩印或扫描等复制手段保存、汇编本学位论文。同时
授权北京万方数据股份有限公司和中国学术期刊(光盘版)电子杂志社将本学位
论文收录到《中国学位论文全文数据库》和《中国优秀博硕士学位论文全文数据
库》中全文发表，并通过网络向社会公众提供信息服务，同意按“章程”规定享
受相关权益。
学位论文作者签名(手写)： 导师签名(手写)：
签字日期：2022 年 5 月 31 日签字日期：2022 年 5 月 31 日
论文题目江西 TL 能源公司发展战略研究
姓名 杨锋学号 415417015155 论文级别 博士□硕士
院/系 /所 经济管理学院专业 工商管理
E_mail
备注：
公开□保密(向校学位办申请获批准为“保密”， 年 月后公开) 摘要
摘 要
随着我国电力“厂网分离”和“主辅分离”改革的结束，普遍创建于计划经
济年代的电力制造企业因其资产规模小、冗员偏多、历史负担重等原因，因而在
市场竞争中经常难以处于优势地位，若不尽早更改经营管理理念、提高市场竞争
意识、创建融入市场经济的运行机制，它们就难以在竞争日益强烈的市场中站住
脚。江西 TL 能源公司的主营业务是火力发电设备制造，煤炭市场化影响上游企
业经营，显著增大设备制造企业经营难度。与此同时，“扎实做好碳达峰、碳中
和各项工作”写入了我国政府工作报告。实现“碳达峰、碳中和”的战略目的，
要将能源行业作为重点，要以产业转型为重要抓手。江西省政府也指出要加快新
能源产业发展，降低煤炭消费比例，实现能源结构增绿。在机遇与挑战并存的时
代，探讨和实施发展战略成为江西 TL 能源公司等电力制造企业经营改革的重点
工作，通过制定和实施符合自身发展的战略才能及时抓住机遇、规避风险、壮大
自身。
本文从企业战略管理角度入手，主要运用PEST 分析理论、波特五力模型理
论、SWOT 分析理论、企业发展战略等理论知识，通过分析行业的政策环境、经
济发展环境、技术性环境等要素，掌握江西省 TL 能源公司现阶段所在的行业环
境和我国经济大环境，发现企业发展趋势中具有的外界机遇和威胁；随后从企业
内部结构着手，分析企业的经营状况、技术性情况、人力资源管理情况、经营情
况等要素，掌握企业自身内部结构的优缺点。然后提出企业的发展战略目标，再
通过使用 SWOT 矩阵分析工具对企业进行四个维度综合分析，指出现阶段 TL
能源公司应当采用 ST(多元化)战略，充分利用自身优势，采取多元化策略、守正
出新，不断提升自身品牌价值以防御外部诸多不确定性风险。
本文通过研究发现，TL 能源公司十分有必要结合国家政策大背景以及市场
大环境，明确发展战略目标，积极推进实现多元化(ST)战略转型。在战略实施阶
段，明确要在从内部和外部两个维度拓展企业的战略视野，要从竞争和共生的良
性互动中定义企业的战略性质，明确战略核心中四个创新；最后，通过完善企业
组织结构和制度建设、加强企业物资管理和财务管理、夯实企业人力资源保障、
夯实企业生产成本和质量保障来保障战略的顺利实施，形成企业完善的发展战略
实施体系。
关键词：能源行业；发展战略；战略制定；战略实施
I Abstract
ABSTRACT
With the end of the reform of "separation of power plant and network" and
"separation of main and auxiliary", the electric power manufacturing enterprises that
were generally established in the era of planned economy, are often at a disadvantage
in market competition due to their small assets, too many redundant personnel, and
heavy historical burdens. After the "separation" of the power manufacturing
enterprises, if they cannot change their business philosophy as soon as possible,
establish a sense of market competition, and establish an operating mechanism that
adapts to the market economy, it will be difficult for them to gain a firm foothold in
the increasingly fierce market competition. With the liberalization of the price of
electricity and coal, the competition in China;s energy market has become
increasingly fierce, and the contradiction between supply and demand of oil products
and natural gas has become more and more tense. The main business of Jiangxi TL
Energy Company is thermal power generation, which requires a large amount of coal.
The marketization of coal makes it more difficult for TL Energy Company to operate.
At the same time, "doing a great job in carbon peaking and carbon neutralization" was
written into the report of Chinese government. To achieve the goal of "carbon peaking
and carbon neutrality", the energy industry is a key area, and industrial transformation
is an important starting point. The Jiangxi province government pointed out that it is
necessary to optimize the energy structure and promote the change of"green" energy
structure. change". In an era of coexistence of opportunities and challenges,
discussing and implementing development strategies has become the key task of
Jiangxi TL and other energy companies; business reform. Only by formulating and
implementing strategies that conform to their own development can they seize
opportunities, avoid risks, and strengthen themselves.
With the guiding of enterprise strategic management, this paper mainly using the
theory of PEST and SWOT. Through the analysis of the industry;s policy environment,
economic environment, technical environment and other factors, the research aims to
have a better understanding of the current industry environment of TL Energy and the
general environment of the national economy, find out the external opportunities and
external threats existing in the development of the company; In the research, the
II Abstract
research analyze factors such as internal advantages and internal disadvantages of the
company itself。Then it puts forward the development strategic goal of the enterprise,
and then carries on the four dimensions comprehensive analysis to the enterprise by
using the SWOT Matrix analysis tool, and points out that TL energy company should
adopt St (multi-type) strategy at the present stage and make full use of its own
advantages, we should adopt diversification strategy, keep positive innovation and
constantly improve our own brand value to guard against many external risks of
uncertainty.
In this paper, we find that TL energy company is very necessary to combine the
national policy background and market environment, clear development strategic
objectives, and actively promote the realization of diversification (St) strategic
transformation. In the stage of strategy implementation, it is clear to expand the
strategic vision of the enterprise from both internal and external dimensions, to define
the strategic nature of the enterprise from the positive interaction of competition and
symbiosis, and to define the four innovations in the core of the strategy, the smooth
implementation of the strategy is ensured by improving the organizational structure
and system construction of the enterprise, strengthening the material management and
financial management of the enterprise, consolidating the human resources guarantee
of the enterprise, consolidating the production cost and quality guarantee of the
enterprise, to form a perfect implementation system of develo