| Since the power system reform began in 2002, the five central powergeneration companies had experienced nine years of complex development. In thepast nine years, the companies had changed a lot under the change of external andinternal environment of the electricity industry. The asset size of the five centralpower generation companies, the installed capacity of the structure, clean energycapacity ratio and operating income of rapid growth had increased much during thenine years. The strength of these companies had been greatly enhanced; the businessmodel has also undergone a transformation. However, the strategic development offive central power generation companies also encountered some problems.This article based on the basic theory of management strategy, collect muchinformation of companies from the work reports, responsibility report, annualreports and the reports of the Federation of Electric Power Industry. Finally, thepaper draw the following conclusions: 1. National policies had enormous impact onthe development strategy of five power generation companies. 2. The adoption ofintegrated strategies of the five central power generation companies makes thecompetition fiercer in coal resources. 3. The adoption of diversification strategy ofthe five central power generation companies also makes the competition fiercer inother industries. 4. Five central power generation companies always corporate withlocal governments or coal enterprises. The companies should consider ofcooperating together, enhancing the status in purchasing negotiations and salenegotiations. 5. The development of internationalization of the five central powergeneration companies are not mature, the international strategy still need to be pushforward steadily. 6. Due to the bottleneck of technology and equipment, thedifferentiation strategy and focus strategy instead of cost-leadership strategy couldenhance the core competitiveness of companies to seize the future of new energypower generation market. |
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