摘要
Ⅰ
摘要
“十二五”期间我国能源发展进入高速发展期，电网和电源建设投资持续
加大。我国电力装机容量稳定增长，平均每年新增 1 亿千瓦，为国家的经济发
展和社会稳定提供了坚强的电力支撑。在此过程中风电成本降低了 30%，光伏
发电成本下降了 80%。发电成本的下降直接导致了下游设备生产厂商供货价格
的直线下滑，利润空间被大幅度压缩、竞争日趋白炽化。在此过程中，受国内
大环境的影响，越来越多的企业寻求合作发展的商业模式，如国企和国企、国
企和私企或收购、或合资等采用不同模式.。各需所求催生了一批具有一定互补
优势的中小企业。然而该类企业往往自主创新能力不强，同时，企业的规模偏
小，管理方式落后，资金不足。进入 “十三五”，德国制造 4.0 引领全球高端
工业，国内制造全面提出 2025 目标。面对如此的发展形式，这些曾经在夹缝中
生存的中小企业面临了巨大的考验，在发展要求上提出了更高、更苛刻的要求

从 2010 年发展至今近 6 年的时间里，南京瑞吉技术有限公司在经营中明显
感受到了市场的巨大压力。 为了应对市场的压力，公司积极采取了一系列的应
对措施来促进公司的市场活力并且提升公司的竞争力。尽管这些措施给公司业
绩带来了一定的效果, 但是在此过程中也出现了更多的问题和挑战。这些问题
给企业经营者敲响了警钟，需要提出对企业发展的新思路和方针。然而对于南
京瑞吉科技有限公司而言，公司的转型升级仍处于一个摸索阶段。公司还没有
取得一个适合于南京瑞吉技术有限公司发展的策略。南京瑞吉科技有限公司是
一家有技术支撑、产品具有广阔市场占有率，以及丰富管理经验的公司。在此
基础上，笔者希望从实践的角度出发，对南京瑞吉技术有限公司的企业升级提
出一个切实可行的战略

基于南京瑞吉技术有限公司为背景，以南京瑞吉技术有限公司转型为研究
对象，以其原有市场战略取得的成效以及在现状市场环境下面临的压力为基础，
分析在社会转型期间市场的变化以及公司运营能力下降的原因。在此基础上提
出了在经济新形势下企业充分发挥公司的核心竞争优势的策略，进而提出企业
整体转型升级的新战略

关键词：南京瑞吉技术有限公司;企业转型；战略制定；竞争战略；战略执行ABSTRACT
Ⅱ
ABSTRACT
During the period of the 12th Five-Year Plan, energy development of China had
entered a fast-paced period. There had been consistent growth in the investment of
electric grid and power grid, with the average annual incensement of electricity
installed capacity over 100 million kilowatts. The energy development provided a
strong support for economic and social development. However, during the energy
development the cost of wind power generation had been reduced by 30%, and the
cost of photovoltaic power generation reduced by 80%. These directly resulted in the
deduction of equipment price for the downstream manufacture supplier. The profit
margin for the supplier had been dramatically compressed, and the competition has
been increasingly stiff. Under the domestic economic environment, an increasing
number of enterprises start to seek a co-competition business model, such as the
co-competition between state-owned enterprises and state-owned enterprises,
state-owned enterprises and private companies, equity joint venture enterprise, and
acquisition. The co-competition business model motivates the generation of a
number of small and medium-sized enterprises with complementary advantages.
However, such enterprises are often lack of innovation. Moreover, such enterprises
are usually with small size, backward management means and methods, and suffered
from fund shortage. In 13th Five-Year Plan, German manufacturing standard 4.0 has
played the dominant role in the high-end industrial, and domestic manufacturing
industry has proposed the 2025 goals. These development has proposed higher and
more strict requirements for small and medium-sized enterprises, which is a
challenge to these enterprises that were survived in a quandary.
From 2008 to now, there had been seen clear pressure from the market for
Nanjing Raj Technology Co.,. Effective actions have been taken to improve the
situation and improve the market position for the company during this period.
Although expected results have been attained, there are more setbacks that remind
the enterprises manager: there is an urgent requirement for a replanning of theABSTRACT
Ⅱ
enterprises development strategy. However, the company&39;s transformation and
upgrading is still at the trial and error stage, and there is no strategy that typically
suitable for the company. Under this circumstance, the author hopes to find the
interior breakthroughs for enterprises upgrading from the practical perspective, for a
company with certain technical strength, market share and management experience.
By combined with the enterprises status and market environment, a proper strategy
for business transformation and upgrading will be proposed.
Based on the difficulties encountered in the operation of Nanjing Raj
Technology Co., this paper uses the enterprise transformation of Nanjing Raj
Technology Co.as example, and focuses on original strategy effects and current
market environment. This paper analyzes the reason for the reduction of enterprises&39;
operating capacity and the change of the market during the period of social
transformation, Based on these analysis, this paper presents the way to bring into
full play of the enterprises&39; core competence under the new circumstance, and
achieves the new strategy for enterprise transformation and upgrading.
Keywords: Nanjing Raj Technology Co. Ltd; enterprise transformation;
strategy design; competitive strategy; strategy implementation目录
Ⅴ
目录
摘要Ⅰ
ABSTRACT …Ⅱ
第一章 引 言1
1.1 研究背景 ...1
1.2 研究意义 ...1
1.3 研究内容 ...2
1.4 论文研究方法及框架结构 .2
1.4.1 研究方法 . 2
1.4.2 研究框架 . 4
第二章 企业战略转型的定义及主要方式 . 5
2.1 企业转型的定义 .........5
2.2 企业转型的主要方式 ...5
2.3 企业战略相关概念 .......5
2.3.1 战略管理发展历程 ......... 6
2.3.2 分层次的企业战略...... 7
2.3.3 企业战略管理的流程 ..... 8
2.4 企业战略研究工具分析 ..10
2.4.1 SWOT 分析法 ... 10
2.4.2 行业竞争结构分析方法 11
2.4.3 PEST 分析 ......... 12
第三章 南京瑞吉技术有限公司介绍及面临的问题 .... 14目录
Ⅴ
3.1 瑞吉公司成立的背景 ....14
3.2 瑞吉公司的现状 ........14
3.2.1 公司及企业文化介绍 ... 14
3.2.2 公司组织架构 ... 15
3.2.3 公司产品及业务介绍 ... 15
3.3 瑞吉公司主导业务及产品 18
3.3.1 瑞吉公司销售的国电南瑞发电机励磁设备.... 18
3.3.2 风电类产品 ....... 19
3.3.3 风电变流器产品 ........... 21
3.3.4 风电变桨和主控产品 ... 22
3.3.5 设备总包业务 ... 22
3.3.6 综自设备 ........... 23
3.4 瑞吉公司面临的问题 ....23
3.4.1 双方股东管理下的公司管理模式问题.....
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