摘要
我国的耐火材料产业伴随着钢铁、水泥、玻璃、石油等高温工业的发展而产生，
经过长时间的快速发展，截至 2020年，我国现有耐火材料规模以上厂家 2000多家，
耐火材料总产量为 2477万吨，占世界总产量的 65%，已经是世界最大的耐火材料生
产国。但是在世界前十耐火材料生产商的榜单中，没有一家中国企业入围，这也恰恰
是我国耐火材料行业“多、小、散”现状的缩影。位于河南省巩义市的 WN公司，
经过四十年的发展已经成为一家年产 20余万吨的大型耐火材料企业，客户遍布全国
三十多个省及全球十多个国家。但是随着国家“去产能”“供给侧”结构改革的进一
步加大，导致下游产业的需求减弱，企业的效益下降明显。面对新的国家经济形势，
企业必须重新规划和确定自己的发展战略，来实现企业效益的良性增长。
本研究按照提出问题—分析问题—提出对策为主线，通过研究国家宏观背景、查
找文献资料、对 WN公司历史资料查阅以及公司员工进行问卷调查等方式，提出企
业发展中的问题。通过 PEST分析、行业分析、五力模型、EFE分析、WN公司研究、
IFE分析对 WN公司的外部关键因素和内部关键因素进行分析，找出企业发展中的综
合关键因素。在此基础上运用 SWOT分析方法将影响 WN公司发展的内外部关键因
素进行综合分析，制定出企业的发展战略。
研究的主要内容分为五大部分：第一部分：绪论、理论基础、文献综述及相关分
析工具的介绍。通过对 WN公司发展战略研究所涉及的相关理论、概念、分析工具、
以及相关文献进行阐述分析，为后续的研究奠定理论基础。第二部分：WN公司的外
部环境分析。首先通过运用 PEST分析、行业分析、五力模型分析对 WN公司的外部
发展环境进行深入的分析，进而通过 EFE矩阵构建，将 WN公司发展的关键外部因
素以量化的形式表达出来。第三部分：WN公司的内部环境分析。首先对 WN公司的
业务板块、经营模式、人力资源、科技创新等因素进行了分析，进而又对企业的资源
能力进行分析，最后通过内部的调查研究，将 IFE矩阵进行构建，把影响 WN公司
发展的内部关键因素以量化的形式表达出来。第四部分：WN公司发展战略的分析与
选择。在第二、三部分内外部关键因素分析的基础上，运用 SWOT分析工具，对 WN
公司的内外部环境进行深入分析，进而分析制定出企业的整体发展战略。第五部分：
WN公司发展战略的实施保障。为了保障 WN公司发展战略的顺利实施，提出了加快
产品创新、加快组织结构建设、实施精细化管理、加强企业文化建设等措施，推动公
司发展战略目标的达成。
关键词：耐火材料结构改革关键因素发展战略

Abstract
China's refractory industry is developing with the development of
high-temperature industries such as steel, cement, glass and petroleum. After
a long period of rapid development, by 2020, China has more than 2000
refractory manufacturers above Designated Size, with a total output of 24.77
million tons, accounting for 65% of the world's total output. It has become the
world's largest refractory producer. However, in the list of the top ten
refractory manufacturers in the world, no enterprise in China is shortlisted,
which just shows the current situation of "many, small and scattered" in
China's refractory industry. After 40 years of development, WN company,
located in Gongyi City, Henan Province, has become a large refractory
enterprise with an annual output of more than 200000 tons, with customers in
more than 30 provinces and more than 10 countries around the world.
However, with the further increase of the national "de capacity" and "supply
side" structural reform, the demand of downstream industries has weakened
and the benefits of enterprises have decreased significantly. Facing the new
national economic situation, enterprises must re plan and determine their own
development strategy to realize the benign growth of enterprise benefits.
This study puts forward the problems in the development of the
enterprise by studying the national macro background, searching for literature,
consulting the historical data of WN company and conducting a questionnaire

survey on the employees of the company. Through PEST analysis, industry
analysis, five forces model, EFE analysis, WN company research and IFE
analysis, this paper analyzes the external and internal key factors of WN
company, and finds out the comprehensive key factors in the development of
the enterprise. On this basis, SWOT analysis method is used to
comprehensively analyze the internal and external key factors affecting the
development of WN company, and formulate the development strategy of the
enterprise..
The main content of the study is divided into five parts: the first part:
introduction, theoretical basis, literature review and introduction of relevant
analysis tools. This paper expounds and analyzes the relevant theories,
concepts, analysis tools and relevant literature involved in the development
strategy research of WN company, so as to lay a theoretical foundation for the
follow-up research. Part II: analysis of the external environment of WN
company. Firstly, the external development environment of WN company is
deeply analyzed by using PEST analysis, industry analysis and five forces
model analysis, and then the key external factors of WN company's
development are expressed in quantitative form through the construction of
EFE matrix. Part III: analysis of the internal environment of WN company.
Firstly, it analyzes the business sector, business model, human resources,
scientific and technological innovation and other factors of WN company, and
then analyzes the resource capacity of the enterprise. Finally, through internal
。。。以下略