I 摘要 随着风电铸件市场需求持续增长，DZ铸铁公司作为一家从事多年风电铸件生 产的国有企业，面对风电铸件市场较好的发展机遇，以及大兆瓦风电铸件转型升 级带来的威胁，无论在产能、产量、效率和成本等方面，还是在主流市场竞争中 都缺乏竞争力。DZ铸铁公司需要更加深入地、系统地分析所处的内、外部环境， 制定公司发展战略，抓住机会，弥补劣势，找出一条适合自身发展的道路。 本文研究目的是运用战略管理相关理论和工具，研究制定符合DZ铸铁公司发 展的战略，使DZ铸铁公司能够在激烈的竞争中获得生机。其中，风电铸件作为 DZ铸铁公司主要产品，对该公司发展起着决定性作用。因此，本文中DZ铸铁公 司的发展战略研究将其风电铸件产品的竞争战略作为重点研究内容。 首先，运用PEST和五力模型，对DZ铸铁公司的外部环境进行分析，总结出 如国内风电铸件需求持续增长、新材料新技术的企业优势等5项机会，以及如大 兆瓦风电铸件成为主流市场引发欧亿·体育（中国）有限公司洗牌、铸造欧亿·体育（中国）有限公司人才难招难留等5项威胁。 其次，围绕DZ铸铁公司的资源与能力，先从有形资源与无形资源方面进行资源分 析，再基于内部价值链从支持活动和基础活动对DZ铸铁公司的能力进行分析，最 后，运用核心竞争力的四项标准识别表，评价出DZ铸铁公司没有较为强势的核心 竞争力。结合资源与能力分析，总结出品牌声誉好、技术储备领先、柔性生产能 力等6项优势，以及如大兆瓦风电铸件生产能力有限、营销能力较弱、产量低等6 项劣势。然后，结合企业自身实际，通过对标欧亿·体育（中国）有限公司平均盈利水平，为DZ铸铁公司 制定了阶段性战略目标。围绕战略目标，通过SWOT分析，根据内外部关键因素 矩阵评价结果，为DZ铸铁公司总体战略选择了WO战略组合，并根据内外部关 键因素分析、评价情况，为DZ铸铁公司风电铸件的竞争战略选择了聚焦差异化战 略。最后，结合DZ铸铁公司的实际情况，从组织需求、市尝技术、生产、人力 资源等5个方面，提出了具体关键措施。 关键词：铸铁公司，风电铸件，SWOT，竞争战略，聚焦差异化战略 ABSTRACT II ABSTRACT As the wind power market demand continues to grow, DZ Cast Iron Company as a company engaged in wind power casting production of state-owned enterprises, facing wind casting market better development opportunities, and threats from large mw wind power transformation and upgrading of castings, whether in the capacity, output, efficiency and cost, etc., or in the mainstream market competition are lack of competitiveness. DZ Cast Iron Company need to analyze the internal and external environment more deeply and systematically, make the company's development strategy, hold the opportunity, offset the disadvantage, and find a suitable path for its own development. The aim of this thesis is to utilize correlative strategic management theories and tools to study and strategize the development strategy that conforms to the development of DZ Cast Iron Company, so that DZ Cast Iron Company can gain vitality in the fierce competition. Among them, wind power casting is the main product of DZ Cast Iron Company, which plays a decisive role in the development of the company. Therefore, the competitive strategy of wind power casting products is taken as the key content in the development strategy study of DZ Cast Iron Company in this paper. Firstly, using PEST and five model, analyzes the external environment of DZ Cast Iron Company, summarized five opportunities such as domestic wind power castings demand continues to grow, new materials and new technology enterprise advantages and so on, as well as five threats such as large megawatts of wind power casting into the mainstream market industry reshuffle, casting industry talent recruit and keep difficultly, etc. Secondly, around the resources and capabilities of DZ Cast Iron Company, from the first tangible resources and intangible resources analysis, and then based on the internal value chain from the support and basic activities in DZ Cast Iron Company were analyzed, and the ability of company and finally using the four criteria to identify the core competitiveness of table, evaluate the DZ Cast Iron Company no relatively strong core competitiveness. Combined with the analysis of resources and capabilities, six advantages such as good brand reputation, leading technology reserve and flexible production capacity are summarized, as well as six disadvantages such as limited production capacity of large megawatts of wind power castings, weak marketing ABSTRACT III capacity and low output, etc. Then, according to the actual situation of the enterprise, through the average profit level of the benchmarking industry, the period strategic objectives were formulated for DZ Cast Iron Company. Based on the strategic objectives and SWOT analysis, WO strategic combination is selected for the overall strategy of DZ Cast Iron Company according to the evaluation results of internal and external key factors matrix, and focusing differentiation strategy is selected for the competitive strategy of wind power casting of DZ Cast Iron Company, according to the analysis and evaluation of internal and external key factors. Finally, according to actual condition of DZ Cast Iron Company, the paper puts forward specific key measures from five aspects, such as organizational demand, market, technology, production and human resources. Keywords: Iron Company, Wind power casting, SWOT, Competitive strategy， Focused differentiation strategy 目录 IV 目 录 第一章 绪论 .................................................................................................................... 1 1.1 选题背景 ............................................................................................................. 1 1.2 DZ铸铁公司简介 ............................................................................................... 3 1.2.1 公司基本情况 .......................................................................................... 3 1.2.1 公司目前面临的挑战 .............................................................................. 4 1.3 研究目的与意义 ................................................................................................. 4 1.4 研究内容与方法 ................................................................................................. 5 1.4.1 研究内容 .................................................................................................. 5 1.4.2 研究方法 .................................................................................................. 6 1.5 相关文献综述 ..................................................................................................... 6 1.5.1 战略管理理论 .......................................................................................... 6 1.5.2 战略管理的分析工具 .............................................................................. 7 1.5.3 铸造企业相关研究 .................................................................................. 8 第二章 DZ铸铁公司外部环境分析 .............................................................................. 9 2.1 宏观环境分析 ..................................................................................................... 9 2.1.1 政治环境 .................................................................................................. 9 2.1.2 经济环境 ................................................................................................ 10 2.1.3 社会文化环境 ......................................................................................... 11 2.1.4 技术环境 ................................................................................................ 12 2.2 风电铸件欧亿·体育（中国）有限公司的五力模型分析 ....................................................................... 13 2.2.1 竞争对手的威胁 .................................................................................... 13 2.2.2 供应商的议价能力 ................................................................................ 14 2.2.3 购买者的议价能力 ................................................................................ 15 2.2.4 潜在进入者的威胁 ................................................................................ 16 2.2.5 替代品的威胁 ........................................................................................ 18 2.3 公司面临的机会与威胁 ............................................................