【正文】 摘 要 特變電工股份有限公司（以下簡稱“特變電工”）經過二十多年的高速發(fā)展，目前已占據了國內輸變電行業(yè)的半壁江山，近年來在新材料、新能源等領域的發(fā)展也呈現出突飛猛進的勢頭。與此同時，在國內長期高速電力建設需求帶動下，國內輸變電產品市場的競爭日益激烈，國際知名企業(yè)紛紛登陸中國，加劇了競爭的殘酷性。在這種情況下，如何才能繼續(xù)保證企業(yè)持續(xù)健康穩(wěn)定發(fā)展的態(tài)勢，實現公司提出的短期內將公司建設成具有國際競爭力的企業(yè)和全球信賴的電器服務商的目標，這是當前公司面臨的首要任務。因此，選擇并實施正確的發(fā)展戰(zhàn)略，對特變電工下一步 的發(fā)展和公司宏偉目標的實現具有極為重要的意義。 本文主要運用公司戰(zhàn)略管理的理論和方法對特變電工的內部條件和外部環(huán)境進行分析，從而制定出適合特變電工長遠發(fā)展的戰(zhàn)略。首先從特變電工外部戰(zhàn)略環(huán)境分析出發(fā)，通過對企業(yè)所處的宏觀環(huán)境、行業(yè)環(huán)境、行業(yè)關鍵成功因素等的分析，研究企業(yè)所處的外部環(huán)境，并運用 PEST 和波特的五力模型對特變電工在行業(yè)內的競爭實力進行分析和定位。然后對內部資源進行，從而研究企業(yè)在內部資源和能力方面的實力和優(yōu)勢；在對企業(yè)內外部環(huán)境分析的基礎上，科學的運用 SWOT 分析方法，最終提出特變電工的發(fā)展戰(zhàn)略。 最后，并根據所選擇的發(fā)展戰(zhàn)略，針對特變電工的實際情況，提出了戰(zhàn)略實施的具體建議。 關鍵詞： 特變電工；發(fā)展戰(zhàn)略；輸變電產業(yè) Abstract TBEA Co., Ltd. (hereinafter referred to as TBEA) After 20 years of rapiddevelopment, has accounted for half of the domestic power transmission industry in recent years in the field of new materials, new energy development showingrapid momentum. At the same time, in the domestic longterm highspeed powerbuilding needs, driven by the domestic power transmission product market petition is increasingly intense, internationally renowned panies have landed in China, exacerbated by the brutal petition. In this case, how can continue to ensure sustained healthy and stable development momentum to achieve the goal of the Company39。s proposed shortterm to build the pany into the international petitiveness of enterprises and the global trust electrical services provider, which is currently facing top priority. Therefore, the choice and implementation of the right development strategy, the grand goals of the electrical development and the pany has an extremely important significance on the special variable. In this paper, to analyze the use of the pany39。s strategic management theory and methods on the the TBEA internal conditions and external environment, whic h would set out for special variable electrical longterm development strategy. First, from the the TBEA external strategic environment analysis proceed through the analysis of the enterprise in which the macroeconomic environment, industry environment, industry key success factors, the research enterprise in which the external environment, and the use of PEST and Porter39。s five forces model the TBEA petitive strength in the industry for analysis and positioning. And internal resources in order to study the strengths and advantages of the internal resources and capabilities。 on the basis of the analysis of internal and external environment, the scientific use of SWOT analysis, and ultimately made TBEA development strategy. Finally, according to the chosen development strategy for the actual situation of the TBEA put forward concrete proposals for implementation of the strategy. Key words: special variable electrical。 development strategies。 power transmission industry 目 錄 摘 要 ................................................................................................................................ I Abstract ............................................................................................................................II 緒論 ................................................................................................................................. 1 1 特變電工公司簡介 ........................................................................................................ 2 創(chuàng)建時間，創(chuàng)始人，現任 CEO ............................................................................. 2 主營業(yè)務和經營范圍 .......................................................................................... 2 公 司地位 ............................................................................................................ 2 2 公司愿景和企業(yè)使命 ..................................................................................................... 3 公司愿景 ............................................................................................................ 3 公司使命 ............................................................................................................ 3 評價 ................................................................................................................... 3 3 外部環(huán)境分析 ............................................................................................................... 4 PEST分析 ........................................................................................................... 4 波特五力模型分析 .............................................................................................. 7 建立 EFE矩陣及簡要分析 ................................................................................... 9 建立 CPM矩陣及簡要分析 ................................................................................. 10 評價 ..................................................................................................................11 4 內部環(huán)境分析 ............................................................................................................. 12 ................................................................................................... 12 IFE矩陣及簡要分析 .................................................................................. 13 5 戰(zhàn)略分析與選擇 .......................................................................................................... 14 公司長期的戰(zhàn)略目標 ........................................................................................ 14 公司的戰(zhàn)略選擇及簡要分析 .............................................................................. 15 建立 SWOT矩陣及組合戰(zhàn)略 ............................................................................... 16 建立 SPACE矩陣并簡要分析 .............................................................................. 19 建立 BCG矩陣并簡要分析 ................................................................................. 21 建立 IE矩陣并簡要分析 .........................