电力公司投资与战略发展总体报告

xx电力股份有限公司投资与战略发展总体报告机密导读：引言引言·······································································································问题的提出与xx面临的根本战略问题·················································5xx发电业务的定位与发展方向··························································13xx公司资源与能力分析·····································································35xx新投资行业的行业分析·································································44xx新投资行业的选择·······································································197xx公司的战略定位···········································································212xx公司的战略支撑体系···································································222xx公司战略的实施···········································································244引言·······································································································2项目总体计划安排第1-78天2/4-18/6《xx投资与战略总体报告》《行业研究报告》第79天19/6第三阶段汇报资料搜集、访谈、调查问卷《调查问卷报告《阶段性报告》《xx公司组织结构与业务流程设计报告》《xx公司母子公司管理设计报告》第四阶段汇报《xx公司人力资源管理设计报告》《xx公司企业文化设计报告》《xx公司财务管理体系设计报告》《xx公司企业诊断报告》第五阶段汇报第80-109天20/6-18/7第110天19/7第111-139天20/7-18/8第140天19/8战略阶段（80天）组织结构与人力资源阶段（60天）下一阶段的工作安排6月20日～7月19日•《xx公司组织结构与业务流程设计报告》•《xx公司母子公司管理设计报告》•《xx公司人力资源管理设计报告》•《xx公司企业文化设计报告》•《xx公司财务管理体系设计报告》•《xx公司企业诊断报告》7月20日～8月19日导读：问题的提出与xx面临的根本战略问题引言·······································································································2问题的提出与xx面临的根本战略问题·················································5xx发电业务的定位与发展方向··························································13xx公司资源与能力分析·····································································35xx新投资行业的行业分析·································································44xx新投资行业的选择·······································································197xx公司的战略定位···········································································212xx公司的战略支撑体系···································································222xx公司战略的实施···········································································244问题的提出与xx面临的根本战略问题················································5以上市为目的成立的xx股份在上市不顺后不得不反思自己的生存与发展秦龙上市•投资集团：划拨优质资产，组建xx支持xx进行资产重组让xx租赁代管略阳电厂数度给xx公司留存利润…………•xx公司：经营电力企业进行资产重组调整组织结构寻求募集资本投向…………•“xx公司上市，是集团公司发展过程中非常重要的战略步骤，是集团公司今年工作的重要任务，集团公司上下必须齐心协力、全力以赴支持与作好xx的上市工作。”（引自2001年集团公司总经理齐焕印工作报告）公司的成立、公司工作的主要目标都为了xx的上市，上市成了xx的战略重心上市是目的还是手段？“发展才是硬道理”，是xx人在目的与手段之间的苦恼挣扎中做出的明智选择发展才是硬道理–假如xx顺利上市，是否能解决xx的顺利发展？–即使上市，如果xx不能够找到立足市场竞争，建立自己的核心竞争力，建立能使自己持续发展的正确战略路径，同样会衰落、会失败。–抛开人为因素，立足市场竞争开拓发展才是xx长久的道路。–xx未能上市，有政策等的原因，但根本的是xx不以发展为核心，只追求短期利益（圈钱等）的结果。–即使上市，xx完成了作为集团筹资入口的作用，如果xx本身不能发展、不能有立足市场竞争的本领，xx最终还是会衰落；xx在集团中的地位仍然是问题。–如果未能上市，xx没有自己的发展，不能在市场竞争中证明自己的价值，xx同样在集团中没有地位。–不管能不能上市，xx在市场竞争中打拼出来的地位决定了xx的一切如果xx顺利上市xx未能上市xx在集团公司中的地位xx在市场竞争中的地位–短期行为和长期发展规律的矛盾。不注重长期发展的规律，没有长期眼光的短期行为，最终会走弯路。例子：海尔注重质量，联想不炒地产等–一心考虑发展的xx，不管是谋求上市还是寻求在集团、省内甚至全国的话语权，都是顺理成章、容易实现的。–一句话，发展才是硬道理。以产权结构为核心的公司治理结构是企业发展的基础，而xx公司国有股权一股独大的股权结构从根本上制约了其发展86%7%3%3%1%0%省投资集团陕西信托宁强水电汉中农业水利电力技贸水电管理中心•投资集团一股独大（绝对控股）使国有企业的所有弊病都能在xx找到：大股东并不主要关心，xx在市场竞争中如何长期发展（行为短期化），xx如何建立自己的核心竞争力；这必然导致xx不可能在市场经济的激烈竞争中取胜。国有控股企业问题集中表现在经营者个人利益与企业利益不相容全国人民全国人大中央政府省级政府地方政府国有资产管理部门企业董事会企业长长的委托－代理链条谁都是所有者，谁都不是所有者所有者缺位企业经理人无有效监督内部人控制经理人以个人利益最大化为行动准则经理人个人利益与企业利益不相容•这种现象在xx以及和xx密切相关的集团公司和xx子公司中都有不同程度的存在xx大股东投资集团的政府背景和经营者的特殊来源放大了国企的弊病投资集团的双重职能放大的国企弊病•投资集团作为公司必须要有获得收益和利润以便生存发展的职能•但作为省政府培植的大型投资集团必须要担负一定的政府职能•这两种职能在某种情况下是冲突的•作为担负两种职能的集团公司，目前主要的经营班子成员大部分来自政府前官员•作为前官员的主要经营班子成员，其思维模式容易打上政府的行为模式，而集团公司的事实存在的两种职能又强化了这一模式•集团公司担负两种常有矛盾的职能，更加重了集团公司不按照市场经济规律来办事•不按照市场经济规律办事的企业不可能有立足市场的竞争力•这为本来就很严重的国有企业经理人以个人利益为出发点考虑企业问题的弊病找到了很好的借口xx和其控股公司经营者的收入模式不能体现经营者的价值也放大了国企的弊病收入模式弊病•收入水平较低（和社会各种所有制企业经营者比较）•收入和贡献没有必然的联系•收入和风险没有对称•收入和责任（包括失误）没有必然的联系•相对较低的收入使国企中经营者为自己谋利益在社会上被“理解”•这使得在国企中，经营者工作努力程度不高•可能为了个人的一些利益，牺牲企业的巨额资产和利润•责任心不强，更少有承担责任的勇气和魄力如何排除各种非市场因素，按照事物本来的规律求发展是摆在xx人面前迫切要回答的中心问题，也是xx面临的根本战略问题xx原有发电业务的定位xx新的增长点的选择与进入方式xx未来的业务战略与实现途径以产权为中心的公司治理结构按照事物本来规律求发展xx未来的发展战略与方向以产权为核心的战略支撑体系的改革与设计适应企业战略的组织结构经营层激励体系与人力资源体系导读：xx发电业务的定位与发展方向引言·······································································································2问题的提出与xx面临的根本战略问题·················································5xx发电业务的定位与发展方向··························································13xx公司资源与能力分析·····································································35xx新投资行业的行业分析·································································44xx新投资行业的选择·······································································197xx公司的战略定位···········································································212xx公司的战略支撑体系···································································222xx公司战略的实施···········································································244xx发电业务的定位与发展方向··························································13发电业务作为xx的核心业务是xx目前收益的唯一来源xx业务收益投资收入房地产电力业务年均收入约1.5亿元长期投资收入0.7亿元短期投资收入0.02亿元左右主营业务收入发电业务？业务还没有开展起来•资料来源：xx内部资料分析电力行业是属于资本密集型和自然垄断性行业，行业的进入与退出壁垒都很高行业特点行业进入与退出壁垒资本