摘要
摘要
“十三五”以来，我国经济增长放缓，煤炭消费开始下降，煤炭企业出现产能过
剩问题，于是国家开始对能源产业结构进行调整，加大对高耗能高污染行业的控制。
在这种背景下，煤炭企业如何通过合理的战略规划，对可持续性发展进行改进，是当
下的热点问题。SM集团是大型煤炭化工企业，急需顺应国家局势进行战略调整，改
变产业发展结构，优化煤炭产品类型，以应对当前能源结构调整、产能过剩的市场形
势。
本文采用文献研究和案例分析法，对 SM集团发展战略进行系统全面的研究，在
对研究背景、意义及理论进行分析的基础上，掌握 SM集团在发展过程中的战略布局，
从定性的角度分析其战略发展中存在的问题，结合 SWOT、PEST、五力模型等数据分
析方法从定量的角度对 SM集团发展内外部环境进行概括总结和辩证讨论，并据此提
出优化该公司发展战略的对策。本文认为在未来 SM集团应该实行 SO增长型战略，
在战略愿景指导思路上，坚持“以煤为基、循环发展、技融双驱、绿色高端”的发展
策略，向提质创效和绿色洁能，自主创新和引领行业发展的方向转变。在战略目标上，
SM集团计划要实现“255”发展目标，即原煤产量达 2亿吨，销售收入突破 5000亿
元，利润总额达 500亿以上，建成国际一流能源集团。在业务战略上，要尽快地进行
产业结构调整，对煤炭产品产业进行优化，利用前沿科技推动煤炭能源产业结构变化，
推行清洁生产管理。在职能战略上，要高度重视人力资源保障，高规格吸纳培训人才；
要加强财务资金保障，健全安全管理保障，并且应用互联网科技，建立信息应用保障，
以此来健全发展战略的保障措施。
论文研究结论具有应用价值，发展战略的选择对公司明确发展目标具有参考意义，
亦对同行业的改革具有一定的借鉴意义。
关键词：SM集团，发展战略，选择
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西北大学硕士学位论文
ABSTRACT
Since the 13th five year plan, China's economic growth has slowed down, coal consumption
has begun to decline, the problem of overproduction in coal enterprises has become
prominent, and consumption has increased.It is a hot issue to control the energy and high
pollution.The sustainable development of coal enterprises needs to go through reasonable
strategic planning. SM group is a large coal chemical enterprise. Under the current situation,
SM group urgently needs to strategically adapt to the national conditions, change the
industrial development structure and optimize the types of coal products In order to cope
with the market situation of unbalanced supply and demand, overcapacity and low coal
price. This paper makes a systematic and comprehensive study on the development strategy
of SM group in order to change the development dilemma of SM group.
Using the methods of literature research and case analysis, this paper makes a systematic
and comprehensive study on the development strategy of SM group. Based on the analysis
of the research background, significance and theory, this paper grasps the strategic layout of
SM group in the development process, analyzes the problems existing in its strategic
development from a qualitative perspective, combined with SWOT, pest The five forces
model and other data analysis methods summarize and dialectically discuss the internal and
external environment of SM group's development from a quantitative perspective, and put
forward the countermeasures to optimize the company's development strategy. This paper
holds that in the future, SM group should implement the so growth strategy, adhere to the
development strategy of "coal based, cycle development, Financial and technology driven，
Green and high-end" in the guiding idea of the strategic vision, and change to the direction
of improving quality and efficiency, green clean energy, independent innovation and leading
the development of the industry. In terms of strategic objectives, SM group plans to achieve
the "255" development goal, that is, the output of raw coal will reach 200 million tons, the
sales revenue will exceed 500 billion yuan, and the total profit will reach more than 50
billion yuan, so as to build a world-class energy group. In terms of business strategy, we
should adjust the industrial structure as soon as possible, optimize the coal product industry,
use cutting-edge technology to promote the change of coal energy industrial structure, and
implement cleaner production management. In terms of functional strategy, we should
attach great importance to the guarantee of human resources and absorb and train talents
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