D轨道交通有限公司(下称D轨道公司)尽管成立不久,却承担着艰巨的任务和重大
的使命。在D城市,轨道交通企业属于公用事业型国企,而地铁作为未来城市中公共交通
的主要工具,担负着与生俱来的社会化服务责任。公司在经营中的投资模式、融资方式、
企业经营等方面都存在着局限性。票款收入难以维持新线路的开发建设和己开通部分的运
营补贴,需要地方财政长期负担企业的建设投资和运营补亏,轨道交通企业面临着突出的
可持续性发展问题

当然,D轨道公司在发展中也有着自己的优势,主要表现在:较为健全的配套政策,
一体化的管理模式,地方政府对D轨道公司团队的高度的信任,管理团队较为专业,员工
队伍均为行业优秀技术及管理人才,在政府的大力扶持下,初期建设资金己经有保障,未
来线路建设的融资环境较优越,社会资源丰富。但也存在着发展的劣势:地方配套政策要
细化,组织机制有待完善,资源开发及人力储备资源不足,后续建设缓慢等。而D轨道公
司未来的挑战主要是如期开展新线建设以及自我造血能力的提高

D轨道公司可持续发展存在的主要问题及根源在于战略管理以及相关战略执行不到
位,主要表现在:一是缺乏明确的战略定位,导致建设工作缓慢,二是缺乏一体化战略思
维,导致自我造血功能及运营效率不够,三是缺乏战略融资管理思路,导致对政府过度依
赖

因此,为实现可持续发展,D轨道公司要以“为公众提供快速、便捷、安全、准时、
舒适的轨道交通服务”为长远战略目标,并针对各个发展阶段,实施战略组合。具体为:
近期要采用防御型、增长型结合的战略,中期采用扭转型和多种经营相结合的发展战略;
远期采用增长型和扭转型的发展战略。为确保战略有效实施,还要适时采取战略保障措施:
强化组织定位,适时做出战略调整与优化;优化建设运行管理模式,提升工程建设管理能
I 力;优化运营管理模式,提升运营管理能力;创新资源开发模式,提高企业盈利能力;重
视轨道文化创建,强化公司软实力

我国城市轨道交通行业在大跨步发展,D轨道公司具备持续发展潜力,在战略制定的
基础上,把控好战略执行及管理工作,提升工作效能,定会打造出D轨道交通的宏伟蓝图

关键词:发展战略;SWOT分析;D轨道公司;价值链
II Research on the development strategy of D Orbital
Corporation
Name: Zhoushiyan
Supervisor:
Major: Business Administration (MBA)
Grade:2015
Research: Organization and strategic management
Abstract
In 2009, D city was approved by the State Council, agreed to build D city rail transit
R2 line, so far, D city became the country after Suzhou, Wuxi, third were allowed to build
the Metro level city.
D City Rail Transportation Co., Ltd. (hereinafter referred to as Orbital Corporation
D), although it was founded soon, it bears the arduous task and great mission. In D City,
rail transit enterprises belong to public utility type state-owned enterprises, while metro,
as the main tool of public transportation in the future city, bears the inherent social
service responsibility. The company has limitations in the investment mode, financing
mode, enterprise management and so on. The ticket revenue is difficult to maintain the
new line construction and development has opened part of the operation of local
financial subsidies, need long-term burden of enterprise construction investment and
operation bukui, rail transportation enterprises are facing sustainable development
problems.
Of course, D Orbital Corporation also has its own advantage in development,
mainly in the more perfect supporting policies, the integration of the management mode,
the local government of Orbital Corporation D team of highly trust, more professional
management team, employees are the industry outstanding technical and management
personnel, in the government&39;s strong support, early construction funds have been
guaranteed, the future line of construction financing environment is superior, rich social
resources. But there are also disadvantages of development: the local supporting
policies should be refined, the organizational mechanism needs to be improved, the
resources development and human resource reserves are insufficient, and the follow-up
construction is slow. And the future challenge of D Orbital Corporation is mainly to
hi improve the ability of self hematopoiesis.
The main problems of D Orbital Corporation and source of sustainable
development lies in strategy management and strategy implementation is not in place,
mainly in: one is the lack of clear strategic positioning, leading to the construction work
is slow, the two is the lack of integration of strategic thinking, lead to self hematopoietic
function and the operation efficiency is not enough, the three is the lack of financing
management strategy, resulting in excessive dependence on the government.
Therefore, in order to realize the sustainable development, D Orbital Corporation to
provide fast, convenient, safe, punctual, and comfortable rail transportation service for
the public as a long-term strategic goal, and for each stage of development, the
implementation of the strategy of combination. Specifically, in the near future, we should
adopt the strategy of combination of defensive and growth, and adopt the development
strategy of combining twisting with diversification in the medium term, and adopting the
growth and torsion type development strategy in the long run. In order to ensure the
effective implementation of the strategy, but also to take timely strategic security
measures: strengthening the organization, make timely strategic adjustment and
optimization; optimization of construction operation and management mode, to enhance
the construction of management ability; optimize the operation and management mode,
improve the operation and management ability; innovation mode of resource
development, improve the profitability of the enterprise; pay attention to strengthen
corporate culture to create the track. Soft power.
City rail transportation industry development in China in the big step, D Orbital
Corporation has the potential for sustainable development, based on the strategy, to
control and management strategy implementation work, improve work efficiency, will
create a blueprint for D rail transportation.
Key words: development strategy; SWOT analysis; D Orbital Corporation; value
chain
IV 目录
m ^ i
Abstract Ill
一
、导论(―)研究背景(二)研究意义(三)文献综述1.国外研宄现状2.国内研宄现状(四)研宄内容与方法1.本文的主要内容2.本文分析方法3.本论文的研宄框架二、战略管理研宄的理论概述(一)战略管理理论与战略管理过程1.战略管理理论2.战略管理过程(二)战略分析方法1.PEST分析方法2波特价值链分析法3.SWOT分析方法4产业生命周期分析方法三、D轨道公司内外部环境分析(―)D轨道公司发展概述(二)内部环境分析1价值链分析2.投资与经营结构分析3资源与能力分析4.核心价值观分析(三)外部环境分析1.宏观环境分析2.城市轨道行业发展分析
22
V (四)D轨道公司SWOT分析
26
1.优势分析
26
2劣势分析
27
3机遇分析
27
4.挑战分析
27
5.SW0T矩阵图
27
四、D轨道公司发展战略存在的问题及原因分析
29
(一)缺乏明确的战略定位,导致建设工作缓慢
29
(二)缺乏一体化战略思维,导致自我造血功能及运营效率不够
29
(三)缺乏战略融资管理思路,导致对政府过度依赖
30
五、D轨道公司发展战略选择及保障措施
31
(一)战略目标
31
(二)战略原则
31
1一体化原则
31
2.市场化原则
31
3可持续发展原则
31
4. “小业主、大社会”原则
31
(三)战略选择
32
1.总体战略选择
32
2.业务战略选择
33
(四)D轨道公司战略执行的保障措施
34
1.强化组织定位,适时做出战略调整与优化
35
2.优化建设运行管理模式,提升工程建设管理能力
35
3.优化运营管理模式,提升运营管理能力
36
4.创新资源开发模式,提高企业盈利能力
37
5.重视轨道文化创建,强化公司软实力
37
六、研究结论与展望
38
銷魏 41
m m
p明
论文独创性声明
VI 一
、导论
(一)研宂背景
随着现代社会经济的飞速发展,交通出行方式对于人们的生活影响越来越深远,一个
城市的公共交通体系的效能,体现了该城市的现代化水平,也代表了该城市的综合发展实
力。但是,伴随人类的进步与科技飞跃,人类交通工具日新月异,从骑马到