“十九大”以来，国家将新能源、绿色低碳、节能环保等产业作为战略性新兴产业 加以鼓励、支持，相继出台了一系列的环保政策。天然气气源定价权掌握在中石油、中 石化、中海油“三桶油”手中，燃气公司缺乏对上游气源的把控能力。同时K燃气公司 所在特许经营区域资源开发枯竭，无新招商优质客户，K燃气公司面临着前所未有的机 会与挑战。 论文撰写首先通过组织调研、查阅资料、高管约谈、可行性研究、复盘等等方式 开展了细致、深入的准备工作，针对战略管理研究方面：整理出现有国内、外相关理 论依据并对燃气企业的发展战略进行了阐述；其次对K燃气公司的战略管理背景进行了 描述，包括特许经营区域、上游气源情况、经营情况、发展战略、组织架构等，K燃气 公司所在区域周边存在较多竞争对手，为了提高决策制定的准确性，通过市场调研充 分掌握了竞争对手的信息，基于上述，在对K燃气公司内、外部环境分析后，运用SWOT 内、外部竞争环境和竞争条件下的态势分析，把和K燃气公司紧密关联的各种关键的内 部优势、劣势和外部的机会、威胁等，调查举例出来，接下来通过系统分析的思路， 把各种因素相互串联起来加以分析，K燃气公司还将此课题作为董事会及党支部议题， 单独开会研讨，并将研讨结果提报给上级公司；最后得出K燃气公司的战略已不满足现 阶段的需求，因燃气公司属公共事业型企业，其转型较其它企业略有不同，转型需围 绕传统业务进行，不可跨行业，若从事非传统业务则视为战略转型，K燃气公司为了长 期、稳定的发展，转型势在必行。 本文研究基于K燃气公司实际情况和当前需求，可以使K燃气公司实现精准战略转 型，即由“城市燃气专业运营商”转向“清洁能源整体解决方案提供商”，同时开展 液化天然气（Liquefied Natural Gas，LNG）、压缩天然气（Compressed Natural Gas，CNG）气源贸易及车用气业务，以此提供多元化服务、实现“二次创业”、提升 企业效益。 关键词：战略管理；燃气公司；战略转型 - II - Research on Strategy Transition of K Gas Company in North Region Abstract Since the Nineteenth National Congress, the state has encouraged and supported new energy, green low-carbon, energy-saving and environmental protection industries as strategic emerging industries, and has issued a series of environmental protection policies.The pricing power of natural gas source is in the hands of PetroChina, Sinopec and CNOOC "three barrels of oil", and the gas company lacks the ability to control the upstream gas source. At the same time, K company is facing unprecedented opportunities and challenges because of the exhaustion of resources in its franchise area and the absence of new high-quality customers. Firstly, the thesis has carried out detailed and in-depth preparatory work by organizing research, consulting information, interviewing senior managers, feasibility study, resumption and so on. In view of the strategic management research aspect, there are domestic and foreign research theories, and the development strategy of gas enterprises is elaborated. Secondly, the background of K company's strategic management is described, including franchise area, upstream gas source, operation situation, development strategy, organizational structure, etc. K company has many competitors around its region. In order to improve the accuracy of decision- making, we have fully grasped the information of competitors through market research. Based on the above, after analyzing the internal and external environment of K company, using SWOT internal and external competitive environment and situation analysis under competitive conditions, the main internal strengths, weaknesses and external opportunities, threats, etc., which are closely related to K company, are investigated and enumerated, and then the various factors are analyzed with the thought of systematic analysis. Match each other and analyze them. K company also takes this topic as the topic of the board of directors and the Party branch, meets separately for discussion, and submits the results of the discussion to the superior company. Finally, it is concluded that K Gas Company's strategy can no longer meet the needs of the current stage. As the gas company is a public utility enterprise, its transformation is slightly different from other enterprises. The transformation needs to be carried out around traditional businesses and cannot be carried out across industries. If it is engaged in non- traditional businesses, it will be regarded as a strategic transformation. K Gas Company must make a transformation for long-term and stable development. Based on the actual situation and current demand of K company, this paper studies the precise strategic transformation of K company, that is, from "city gas professional operators" to "clean energy integrated solution providers", At the same time, LNG, CNG gas source trade - III - and automotive gas business will be carried out to provide diversified services, realize "second start-up" and enhance enterprise efficiency. Key Words: Strategic Management; Gas Company; Strategic Transition - IV - 目 录 摘要 ............................................................................................................................. I Abstract .............................................................................................................................. II 1 绪论 .............................................................................................................................. 1 1.1 研究背景、目的及意义 ................................................................................... 1 1.1.1 研究背景 ................................................................................................ 1 1.1.2 研究目的 ................................................................................................ 1 1.1.3 研究意义 ................................................................................................ 2 1.2 研究思路及方法 ............................................................................................... 2 1.2.1 研究思路 ................................................................................................ 2 1.2.2 研究方法 ................................................................................................ 2 1.3 研究内容与论文结构 ....................................................................................... 3 2 相关理论概述 .............................................................................................................. 5 2.1 战略管理理论与战略管理过程 ....................................................................... 5 2.2 国外的燃气企业战略管理理论研究与实践 ................................................... 6 2.3 国内的燃气企业战略管理理论研究与实践 ................................................... 7 3 K燃气公司概述 .......................................................................................................... 9 3.1 K燃气公司经营区域及上游气源概况 ........................................................... 9 3.2 K燃气公司简介 ............................................................................................... 9 3.2.1 K燃气公司经营情况概述 .................................................................... 9 3.2.2 K燃气公司发展战略概述 .................................................................. 10 3.2.3 K燃气公司的组织架构 ...................................................................... 10 4 K燃气公司战略分析与选择 .................................................................................... 11 4.1 K燃气公司外部环境分析 ............................................................................. 11 4.1.1 K燃气公司宏观环境分析 .................................................................. 11 4.1.2 K燃气公司竞争环境分析 .................................................................. 14 4.2 K燃气公司内部环境分析 ............................................................................. 17 4.2.1 企业综合情况 ...................................................................................... 17 4.2.2 人力资源分析 ...................................................................................... 17 4.2.3 财务状况分析 ...............................................................................