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1、华中科技大学硕士学位论文AbstractSincetheexternalandinternalfactorsofKDCompanyarekeepingchanging,theoriginalstrategicplanningofKDCompanyisnotsuitableforitsdevelopmentnow.Soitisnecessarytomodifyandadjusttheoriginalstrategictargetaccordinglytothepresentsituationtoinsureitseffectiveness.Firstly,t
2、hedevelopmentstatusofKDCompanyisintroducedinthisthesis.Andthen,PESTofexternalenvironmentandinternalenvironmentalwhichincludestechnologicalresources,humanresources,productmixandprofitabilityareanalyzed.MichaelPorter'sFiveForcesModel,SWOTandBCGMatrixareusedtoselectthealternativesofs
3、trategicplan.Andaconclusionisdrawnthattheoriginalstrategicplanningneedstobeadjusted,becauseitisnotcompliedwithpracticalsituation.Secondly,torealizeanetincomeof25billionYuan,thestrategictargetofKDCompanyinthefollowingfiveyears,fourdifferentkindsofstrategicposturesforbiomasspowergen
4、eration,non-cropbiomasstoliquid,EPCandenergyenvironmentalbusinessaremadeseparately:microgrowthstrategy,forwardintegrationstrategy,intensivestrategyandharvestingstrategy.ThroughtheconstitutionofstrategicmapofKDCompany,clearthedirection,purposeandguidingconceptofKDCompany,strategicf
5、ocusesandfivesub-strategiesareelaborated:managementstrategy,informationstrategy,leadingtechnologystrategy,leadingtalentstrategyandfinancialstrategy.Finally,differentstrategyimplementationsoffourdifferentbusinesses,andaself-adjustedstrategycontrolsystemdesignareshown,whichensurethe
6、effectivenessofstrategy.ResearchmeansofstrategictheoryandanalysismodelareusedinthisarticletohelpKDCompany’sadjuststrategicplan.Sothisarticlehasreferencevaluableforenterprisesinvolvedinnewenergyindustrywhentheyareplanningandcontrollingstrategy.Keywords:StrategicplanningSWOTStrategi
7、cmapII华中科技大学硕士学位论文目录摘要...............................................................................................................IAbstract...........................................................................................................II图目录...........................
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