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受限于当时董事会战略决策：业务领域在黑龙江省内开展，目前全国水务
市场增速减缓，黑龙江省的污水市场空间主要集中在乡镇小型污水、存量污水
厂升级扩建、污泥市场及供水市场，而黑龙江省的整体财政支付能力下滑，污
水业务收入主要来自财政补贴，乡镇污水支付能力更是虚弱，投资风险高。污
泥处理是污水处理的最后环节，污泥资源化应用前景不明朗；供水业务受制于
水价调整影响，几乎全行业亏损，水价上调举步维艰，短期内供水业务很难形
成规范的市场机制。企业处于发展的十字路口
本文从分析企业自身状况入手，以发达国家水务发展历程为参照，纵览国内
污水市场发展概况，重点对黑龙江省内污水市场、供水市场做了全面详实的分
析。对标国内典型水务企业发展路径和战略选择，采取企业发展战略应用工具
PEST、SWOT 进行分析，明晰了企业发展战略定位和目标，并分别从竞争定位、
产业链定位、组织定位和战略态势定位提出建议。在战略实施建议中，分别从
营销战略、财务战略、人力资源战略、研发战略和生产运营战略提出建议
关键词：环保企业，战略，特许经营哈尔滨工业大学工商管理硕士学位论文
Abstract
Long Jiang Environment Protection Group, formerly known as Tsinghua
Tongfang (Harbin) Water Affairs Company, entered Heilongjiang Province in .
Taking the BOT project of Harbin Taiping Wastewater Treatment Plant as a starting
point, depending on the strength of Tsinghua Tongfang's brand resources and funds,
taking advantage of favorable circumstances of China strengthening policies
concerning wastewater treatment, gaining the support of Heilongjiang Provincial
Government, using a franchise investment pattern, and centering upon regional
central cities in the province, the company has managed to gradually expand its
operations to 9 regions and cities, becoming a model wastewater treatment company
in Heilongjiang Province in only ten years.
Restricted by the strategic decision of the previous board of directors, the
company's business is merely conducted in Heilongjiang Province. Currently the
growth rate of the national wastewater market is slowing down. The wastewater
market space in Heilongjiang Province is mainly concentrated on the upgrading of
small wastewater treatment plants in villages and towns and existing wastewater
treatment plants, sludge treatment market and water supply market, but because of
the declining financial payment ability of Heilongjiang Province, the fact that funds
for wastewater treatment business mainly come from financial subsidies, and weak
financial payment ability for wastewater treatment in towns and villages, the
investment risk is very high. Sludge treatment is the last link of wastewater
treatment, and the prospects for the application of sludge resources are not clear. The
water supply business is subject to water price adjustment and almost the whole
industry is suffering losses. As the water price rise involves a lot of difficulties, it is
very difficult to form a standard market mechanism for water supply business in a
short period of time. The enterprise is at the crossroads of development.
This paper, by analyzing the enterprise's condition and taking the development
process of water affairs treatment of developed countries as a reference, shows a
panoramic view of the development of domestic wastewater treatment market,
focusing on a comprehensive and detailed analysis of the wastewater treatment
market and water supply market in Heilongjiang Province. Based on the
development routes and strategic choices of typical domestic water affairs
companies, enterprise development strategy application PEST and SWOT tools
adopted, the enterprise' development strategy positioning and goals are clarifie d ,
with suggestions made in terms of competitive positioning, industrial chain
positioning, organization positioning and strategic posture positioning. The
suggestions for strategy implementation are made in terms of marketing strategy,
financial strategy, human resource strategy, research and development strategy, as
well as production and operation strategy.
Keywords: Environment protection enterprise, Strategy, Franchise right
目 录
摘要........... I
Abstract ........ II
第 1 章 绪论 .1
1.1 研究背景及问题的提出 ........ 1
1.2 研究的目的及意义.... 1
1.3 国内外企业发展战略研究分析 ........ 2
1.3.1 国外对企业发展战略的研究 ...... 2
1.3.2 国内研究现状及分析...... 3
1.3.3 国内外文献综述的简析 .. 3
1.4 研究内容和方法........ 4
第 2 章 龙江环保集团公司现状分析 ..........5
2.1 企业历史及股东情况5
2.1.1 股权结构 . 5
2.1.2 重要股东或实际控制人简介 ...... 5
2.2 组织结构及人员现状6
2.2.1 公司组织结构介绍.......... 6
2.2.2 人员现状 . 9
2.3 业务单元构成分析.. 10
2.4 近三年主要财务指标分析 .. 10
2.5 集团发展困境分析.. 11
2.6 本章小结 ..... 12
第 3 章 水务行业分析........13
3.1 水务行业国内外发展情况 .. 13
3.1.1 发达国家水务行业发展情况 .... 13
3.1.2 中国水务行业发展情况13
3.1.3 黑龙江省水务行业发展情况 .... 15
3.2 水务行业基本特征.. 18
3.3 水务产业链投资分析 .......... 18
3.3.1 省内供水行业投资分析19
3.3.2 省内污水行业投资分析20
3.4 水务行业商业模式分析 ...... 20
3.4.1 关于特许经营模式........ 21
3.4.2 委托运营模式 ... 22
3.4.3 政府和社会资本合作（PPP）模式...... 22
3.5 国内典型水务企业发展战略分析 .. 23
3.6 本章小结 ..... 24
第 4 章 PEST 及 SWOT 分析 ........25
4.1 PEST 分析 .... 25
4.1.1 政治法律环境分析........ 25
4.1.2 经济环境分析 ... 26
4.1.3 社会环境分析 ... 27
4.1.4 技术环境分析 ... 28
4.2 SWOT 分析 .. 29
4.2.1 优势(Strength)分析 ....... 29
4.2.2 劣势(Weakness)分析 ..... 31
4.2.3 机会(Opportunity)分析 . 32
4.2.4 威胁(Threat)分析 .......... 33
4.3 本章小结 ..... 34
第 5 章 战略定位建议及实施........35
5.1 战略定位建议 ......... 35
5.1.1 目标定位 ........... 35
5.1.2 竞争定位 ........... 36
5.1.3 产业链定位 ....... 37
5.1.4 组织定位 ........... 37
5.1.5 战略态势定位 ... 38
5.2 战略保证措施 ......... 38
5.2.1 营销战略 ........... 38
5.2.2 财务战略 ........... 39
5.2.3 人力资源战略 ... 40
5.2.4 研发战略 ........... 40
5.2.5 生产运营战略 ... 41
5.3 战略执行及风险控制 .......... 41
5.3.1 战略执行的策略 41
5.3.2 战略风险控制 ... 42
5.4 本章小结 ..... 42
结 论.........43
参考文献 .....44
哈尔滨工业大学学位论文原创性声明和使用权限...........45
后 记.........46
个人简历 .....47哈尔滨工业大学工商管理硕士学位论文
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