PERODUA was established in 1993, is a joint venture company between Malaysian and Japanese partners. PERODUA is the one of the top company in the automotive industry in Malaysia.
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Perodua has in fact only a few competitors in Malaysia. Proton savvy is the major competitor nowadays because it is the most fuel-efficient car available in Malaysia. Each kilometer consumes only 8sen. Savvy cost between RM 33549 and RM 43182 with a 1200cc engine. Proton's mission is to provide affordable car to customer and they focus on being the first choice of automobile products and services. However, its original mission was spoilt after the economic recession of 1987 when the Yen got stronger and Japanese parts cost more.
Naza sutera is also another compact car with price range of RM35988 to RM39988 and 1100cc engine. Although it has a similar pricing strategy and technology with Perodua, Naza Sutera had lost in terms of design which is the major factor that attracts youngster in their buying decisions. Naza Kia objective is the commitment towards building an efficient after sales network and achieve customer satisfaction through quality, versality, and affordability.
Toyota Y aris is one of famous compact car due to its famous brand with reliable performance and experience, safety features, modern design. Y aris equipped with a 1497cc engine and cost between RM52789 and RM100408 each. Some consumers may not be able to afford the price because import cars have higher price and tax amount than local brand. Toyota mission is moving forward because they believe there's no best, but only being better through the passion for innovation and discovery.
Suzuki Swift is equipped with a 1490cc engine and cost around RM84146.50. Swift is a compact car with modern design and good safety features that focus on passengers comfortable. It consumes more fuel than Perodua's products since it have relatively
higher weight. Swift is more suitable in targeting middle and upper class consumers. Suzuki's mission is to promote better living conditions and satisfy people's needs through creativity and provides …value- packed' products.
Honda Jazz is an extra low fuel-consumption car with its 1497cc VTEC engine. It offers sporty looks and more space than any same level cars. Jazz cost around RM 103780 that caused it less competing than Perodua. Honda's mission is to be the leader in motoring industy. They aimed for being recognized internationally by winning awards worldwide.
Honda and Toyota has relatively high market share due to its famous brand, reputations, and reliable performance and high technology. Suzuki has lower market share than Honda and Toyota. Naza Kia have higher market share than Perodua. Although Perodua have the lowest market share, it owns a great potential in future market, both nationwide and international as fuel and material price are increasing in the future.
Figure shows the position of Perodua against its competitors in Malaysia.
Target Market
Perodua?s target market is the consumers under generation-Y, who are under the age of 20 years old to 34 years old. This is because these consumers will have the outgoing personality and more active. They will seek for the mini car which looks sportier and affordable for the beginning of their life journey.
Perodua also target the consumers who are under working and middle class because the company's products are well known in selling the economic cars. Perodua's product is focus on quality, economic and a good service which meet most of the consumer's satisfaction.
Market Positioning
Perodua successfully position their brand names and brand's unique benefits in the mind of the consumers which the company produce economic, mini and compact vehicles. Therefore, consumer will have a good perception towards the Perodua products because of the company's performance, quality and pricing. They have a good and strong positioning strategy among for each segment as they can differentiate their marketing offer compare to the competitors. This can be proved by the Perodua's vehicle are selling in a lower price, fuel efficient, sporty design, world wide quality recognitions which is from the ISO and last but not least, it is comfortable.
2.Strategy to its competitors
Basically, it is obvious that Perodua is using the focused cost leadership strategy. This is because Perodua is well known for its affordable and mini compact cars. It is focused cost leadership because its market is targeting on those who prefer these mini compact cars. Perodua did not produce big cars. Below are the details of the strategies of Perodua towards its competitors in detail.
Local competitor: Proton
Perodua?s main competitor, Proton company, is the local leader of Malaysia in t he automobile industry, same as Perodua.
Previously, Perodua?s strategy was to corporate with Proton at the beginning. Perodua gain its automobile market share of Proton in Malaysia by focusing on automobile
with low emission volume which displacement is between 600cc to 1300cc. Examples are Myvi and Kancil. Due to the increasingly high price of patrol and the enhanced of environmental-friendly awareness among people, Perodua?s economical, small and compact cars are becoming more and more popular in Malaysia market. However, Perodua company?s intension to merge with Proton ended in failure because both parties? management disagree with each other, Malaysian government said it won't force two firms.
National car cannot always be dependent on the domestic market, it is necessary to explore international market. So Perodua sought for oversea alliance to support its technology to compete with Proton. Perodua is now controlled and very competently run by Japan's Daihatsu, part of Toyota.
Now Perodua?s strate gy is to pursue cheaper green technologies with its technological partner Daihatsu to produce affordable plus environmental-friendly compact cars and stay ahead of its competitors.
International competitors
Perodua is not just having local competitor such as Proton, the main competitors for national vehicles are renowned brands such as Toyota, Honda and Nissan. Other than their attractive prices, these vehicles have also won the hearts of consumers through their innovative and sophisticated models.
The first strategy for Perodua to compete with them is pricing. This is done under the protections of government?s support, which is to impose high import and excise duties on non-national vehicles, with the aim to decrease the number of imported non-national cars. The price of Perodua was 20 to 30 per cent cheaper than similar capacity cars manufactured by other assemblers. Therefore, people who under low-middle income are more willing to buy the local cars compare to the international car. For a well-established brand, they can only remain its image built in the eyes of
its constituencies whereas the local economic kind of cars is their final decision to purchase because it requires lower in cost as well as for repairing purposes.
Perodua's is also using the Research and Development investment strategy which focused on enhancing their capabilities in automotive technology, such as testing, design, and modeling to the final manufacturing engineering technology and operation. Perodua also formed an alliance with the Japanese Development Corporation, and Italy's Stole companies to provide them with the key technical support. At the same time Perodua choose to export more for future ways since Perodua cannot rely on temporary benefit in the domestic market. Therefore, the export market will play a more important role over the next five years.
3.Retail Mix
Price
The PERODUA concept is based on relatively affordable standardize price. PERODUA sells variant of vehicle with an indication of price not exceed of RM 60,000 to maintain the affordability, but yet delivering quality and style at the same time.
The price of the vehicle may change due but not limited to change in government approved net selling price, standard accessories prices, duties and taxes and freight rates etc. The cost of this increase shall be included into the net price.
Place
PERODUA has 39 sales branches and 140 sales dealers nationwide to serve its customers efficiently. It also has 41 service branches and 120 service outlets throughout Malaysia for customers? convenience. PERODUA vehicles are sold in countries such as the UK, Singapore. In addition, PERODUA also exports their cars to Mauritius, Brunei, Sri Lanka, Cyprus, Malta, Egypt, Nigeria, Senegal, Lebanon, Qatar,
Saudi Arabia, Syria, Nepal and Fiji in small numbers by local dealers.
Product
The PERODUA brand is identical with quality, affordability and fun-to-drive cars, since PERODUA started in Malaysia, its target market is mainly the local consumer, but also targeting new emerging international market, for instance; Indonesia. PERODUA produce mini cars that are targeting to those middle-income families. Hence, the three strong models can show this: Myvi, Viva and Alzaare produced by PERODUA.
Myvi has launched on 25 May 2005 that hit the big start by receiving the AutocarAsean…s Car of The Y ear 2005/2006 Award, with such a high demand to continue improving on its existing models, then the following next year PERODUA launched the special edition of Myvi at the same time maintaining to launched the new car, which is Viva, and both get the the Best Model of the Y ear (Malaysia) Award at the Frost & Sullivan 2007 Asean Automotive Awards and Best V alue for Money Model of the Y ear (Malaysia) at Frost & Sullivan Asean Automotive 2008 Awards. And by the end of the year 2009, PERODUA launched Alza. The latest news is that PERODUA plans to launch a new multi-purpose vehicle (MPV) model with an indication price of RM65,000 and below.
Promotion
PERODUA promotional efforts are mainly through its brochure, showroom, the PERODUA sites, and promotional campaigns that add value to the consumer. For instance;PERODUA provide the latest service centre with body repair and paint services at the nearest convenient place. The service package is charged at highly affordable price with the quality of services to keep your vehicle safe and in tip-top condition. The value added as PERODUA also provide the key drop boxes to store your keys and the complete form, imagine how relief and peace of mind if your car broke down or if there is any kind of accident. More promotions such as customer
satisfaction survey lucky draw, GPS navigator upgrade, and express part delivery.
4.Bases of Competitive Advantage
PERODUA is a leading automotive manufacturer in the local automotive industry, with aspirations of becoming a global organization. PERODUA as Malaysia top car manufacturer, company had achieved a top 10 ranking at the Malaysia's automobile market. The bases of competitive advantage of Perodua are discussed below.
a)Customer Satisfaction and Loyalty
Marketing and Pricing strategy
The competition between domestic car industry and foreign car industry became fiercer, in order to continue survivor in the market, PERODUA must possess aggressive attitude in developing its sales and marketing strategy effectively. A good marketing strategy can be regards as a good weapon for PERODUA to gain sustainable competitive advantage in Malaysia automobile market. The main mission of PERODUA?s marketing concept is focus on lower income groups, students and second car owner market. This precise target lead PERODUA?s sale to the highest in the local market and that is the main reason why PERODUA automobile industry produces a car with lower HP and sales at the cheaper prices in market.
E-marketing
PERODUA move toward to connecting all branches, dealer, customer and banks to facilitate electronic marketing. The benefit of electronic marketing enables to accelerate business transaction process between seller and buyer and integrate all marketing related activities. Through the intelligence computer online system, the customer can enjoy a lot of conveniences in this online service such as place an order, delivery, online banking, user guideline, vehicle information( colour , brand, engine etc.), after sales service and so on.
Campaign & Promotion
Besides, Perodua is also keeping in touch with their customers by organizing some
campaign and promotions. These activities not only enhance their customer relationship but also to attract new customers.
b)Reliable and Economical
Localization Activities
The manufacturing capabilities of PERODUA and local Malaysian component manufacturers have resulted in achieving 75 LMCP (Local material component points) in the manufacturing of the Kancil i.e. an optimal level for localization given economies of scale requirements.
?In-house localization
?Press Parts
?Engine Parts (intake manifold, cylinder head, camshaft, crankshaft, cylinderblock)
?Third party vendors, SMI (metal, plastic, electrical, rubber, sub-assembly, others)
?Joint venture operations
c)Reputation and Recognition
PERODUA has received the Innovative Leadership Award in Globalization from the
Malaysian Institute of Directors. The award is in recognition of his outstanding leadership in building PERODUA into a global brand and also the success the company achieved in the past 18 years.
Perodua is recognized internationally. Perodua exports under its Perodua brand to seven countries, namely Sri Lanka, United Kingdom, Singapore, Brunei, Mauritius, Fiji and Nepal.
5.SWOT Analysis
Strength
Perodua is the low cost leader in Asia. With the help of Perodua?s own industry, Perodua has successfully created a “low-cost automotive mentality” among th eir workforce. The workforce is very flexible and high committed and very critical in making Perodua the lowest cost automotive in Asia.
Perodua?s brand name is well established in Asia Pacific. Besides the normal print media advertising and promotions, Perodua?s top management also capitalized on promotion throughs news by being very “media-friendly” and freely sharing the latest information on Perodua as well as the automotive industry. These rationalization initiative enabled Perodua together with vendors and dealers to deliver improved quality of service and be more competitive.
W eaknesses
Over dependence on the domestic market and a weak brand image in the international market are the weaknesses of Perodua. Perodua can no longer depend on Government support for their survival and growth. Perodua also need to lower their dependence on foreign partners by speeding up their localization programme. This is essential to reduce cost and be competitive when trade barriers fall. Perodua model range is too small and also needs to get it listed as soon as possible. Perodua entering with small car which some of the product is low quality compare to others.
Opportunity
Perodua is expecting a record year in sales, anticipate investing RM1bil in the next few years on newer models and a plant upgrade to compete in a more liberalized automotive business in Malaysia. Managing director Aminar Rashid Salleh said the company was re-evaluating to expand the current strategy of having just three models at any one time and was seeking to lower costs and have more fuel-efficient engines to deal with competition from other smaller cars in the future.
Besides, Perodua also plan to expand its operations in China for growth prospects. The company has rolled out as one of the largest Malaysian car making company. With the evolving trends of internationalization, the company plans to expand its operations in China. As the company diversifies its network by analyzing the current cultural environment of China based on demographic trends, language, culture, ethics, morality and other cultural differences in between Malaysia and China.
Threat
The economic recession will be a big threat for Perodua. As we know, all big company will facing over budget or does not achieve the sale for that year. The government will lose a lot of money cause of policy and shareholders. By the way, economic down turn actually come suddenly without notice. Substitutes also will be a big threat for Perodua. Malaysia has to national car. The first automotive is Proton and secondly Perodua. The substitutes will high in term of car model (some of car model looks similar), and car spare part.
6.Recommendation
Perodua?s Managing Director, Aminar(2012) said Perodua planned to increase its
export to the countries it was currently exporting and also expand its export market to other right-hand-drive countries. The country which is not yet entered by Perodua is India. Perodua should enter into India, given the huge domestic demand and a well-established infrastructure.
Competition has become fierce in Indian automotive industry, especially entry level compact cars. Perodua should enter India through a joint venture with a partner primarily to benefit from the distribution network and local knowledge of the Indian market conditions. Regarding place of entry, Tamil Nadu was found the most attractive. Ultimately, Perodua should look at long term plans of manufacturing in India. Many of the big auto manufacturers of the World have are already in India.
Maruti Udyog Ltd., a joint venture between the Indian Government and Suzuki, is the biggest potential competitor, offering the maximum models in different segments. MUL has been the leader in the Indian car market for two decades. It is necessary for Perodua to adapt their marketing mix including product specifications, to the Indian conditions by making necessary modifications. Perodua should follow a competitive pricing strategy as they are new entrants to the market.
Perodua also needs active and selective industrial policies when facing a downward business cycle threatens which can destruct core capacities and competences of Perodua in India. These policies can include stimulation of demand, upgrading of the workforces of OEMs and their upstream and downstream value chains, and initiation of long-term innovation projects mobilizing significant stakeholders. Domestic (and regionally coordinated) demand expansion (DDE) policy should take priority over ISI and EOI policies considering the uneven global automotive structure and trade.
Perodua also need to respond with traditional crisis management measures in India by initiating upgrading exercises for product, process, functional, organizational and eventual …value chain? diversification. Hence, in t he future managements should
improve competitiveness and pro-actively prepare the next business cycle of boom and burst through upgrading programs and financial consolidations with active support of central and local governments and in collaboration with key civil stakeholders.
Besides, Perodua is active in research and development, to be competitive in the India?s automotive market, Perodua need to develop more highly unique vehicles matching the culture and climate of India.
Lastly, Perodua need to strive to strengthen its management base, set up a team to look at the marketability and to undertake a feasibility study of the new areas as well as selecting dealers and distributors. Most importantly, Perodua need to enhance the quality of its vehicles, push ahead with reform efforts to let it embrace a low-cost structure and also expand exports.
Reference
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3.Dilip Singh Mutum, Entry of Proton and Perodua into the Indian Passenger
Car Market: Study from the Marketing Perspective. Retrieved March 7, 2012 from https://www.doczj.com/doc/564329231.html,/dsmutum/Research/carcos.html
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Global Economic and Financial Crisis over Perodua wants to rev up, looking at newer models and plant upgrade. Retrieved March 6, 2012 from
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企业财务分析报告范文 企业财务分析报告范文一 一、简介 一公司背景 夏新电子股份有限公司原名厦门夏新电子股份有限公司， 于 2003 年 7 月 25 日更名为现在夏新电子股份有限公司，股票简称由厦新电子变更为 夏新电子。 夏新公司是经厦门市人民政府厦府 1997057 号文、厦门市经济体制改 革委员会厦体改 1996080 号 文批准,在对厦新电子有限公司进行部分改组的基础上,由厦新电子有 限公司、中国电子租赁有限公司、中国电子国际贸易公司、厦门电子器材 公司、厦门电子仪器厂、成都广播电视设备集团公司等六个股东共同作为 发起人,1997 年 4 月 24 日,经中国证监会 1997176 号文批准,以向社会公众 募股方式设立。 1997 年 5 月 23 日,取得厦门市工商行政管理局核发的企业法人营业执 照。 注册资本原为人民币 18800 万元,1999 年度实施配股及送转增股后注 册资本已变更为 35820 万元;2003 年度实施每 10 股送 2 股方案后注册资本 增至 42984 万元。
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. 1 实验报告 课程名称： 材料科学基础实验 指导老师： 乔旭升 成绩： 实验名称： 光谱分析 实验类型： 同组学生： 一、实验目的和要求（必填） 三、主要仪器设备（必填） 五、实验数据记录和处理 七、讨论、心得 二、实验容和原理（必填） 四、操作方法和实验步骤 六、实验结果与分析（必填）一、实验目的 通过本实验了解紫光/可见光光度计、傅里叶变换红外光谱仪（FTIR ）和荧光光谱仪的基本原理、主要用途和实际操作过程。掌握玻璃透光率、薄膜吸收光谱、固体粉末红外光谱和固 体发光材料荧光光谱的测试方法。学习分析影响测试结果的主要因素。 二、实验原理 电磁波可与多种物质相互作用。如果这种作用导致能量从电磁波转移至物质，就称为吸收。当光波与某一受体作用时，光子和接受体之间就存在碰撞。光子的能量可被传递给接受体而被吸收，由此产生吸收光谱。通常紫外和可见光的能量接近于某两个电子能级地能量差，故紫外与可见光吸收光谱起源于价电子在电子能级之间的跃迁，又称为电子光谱。 当一束平行单色光照射到非散射的均匀介质时，光的一部分将被介质所反射，一部分被介质吸收，一部分透过介质。如果入射光强度为I0.反射光强度为Ir ，吸收光强度为Ia ，透过光强度为It ，则有I0=Ir+Ia+It 投射光强度与入射光强度之比称为透光率 T=It/I0 当一束具有连续波长的红外光照射某化合物时，其分子要吸收一部分光能转变为分子的震专业： 材料0902 姓名： 王应恺 学号： 3090100481 日期： 11.29 地点： 曹楼230 装 订 线
动能量或转动能量。此时若将其透过的光用单色器进行色散，就可得到一带暗条的谱带。以红外光的波长或波数为横坐标，以吸收率或者透过率百分数为纵坐标，把该谱带记录下来，就可得到该化合物的红外吸收光谱图。不同的化合物均有标准特征谱，将实验所得的光谱与标准谱对照，就可进行分子结构的基础研究和化合组成的分析。可由吸收峰的位置和形状来推知被测物的结构，按照特征峰的强度来测定混合物中各组分的含量。 当分子吸收来自光辐射的能量后，其本身就由处于稳定的基态跃迁至不稳定的激发态：M+hν→。激发态是不稳定的，寿命极短，激发态分子会迅速以向周围散热或再发射电磁波（荧光或磷光）的方式回到基态：→M+荧光（或磷光）。任何能产生荧光（或磷光） 的物质都具有两个特征光谱：激发光谱和发射光谱。 激发光谱：荧光（或磷光）为光致发光，因此必须选择合适的激发光波长，这可通过激发光谱曲线来确定。选择荧光（或磷光）的最大发射波长为测量波长（监控波长），改变激发光的波长，测量荧光强度变化。以激发光波长为横坐标，荧光强度为纵坐标作图，即可获得激发光谱。激发光谱形状与吸收光谱形状极为相似，经校正后的激发光谱与吸收光谱不仅形状相同，而且波长位置一致。这是因为物质吸收能量的过程就是激发过程。 发射光谱：将激发波长固定在最大激发波长处，然后扫描发射波长，测定不同波长处的荧光（或磷光）强度，即可得到荧光（或磷光）发射光谱。 三、仪器简介 1．紫外/可见光分光光度计 PE公司的Lambda20双光束紫外/可见光分光光度计，测量光谱围190-1100nm；杂散光0.01%T；波长精度0.1nm；最高扫描速度2880nm/min。该仪器的整个操作过程可完全由计算机控制，随机提供的UV-Winlab窗口式操作软件，使样品测试、结果处理、图形变换
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2.医疗安全不良事件科室分布：图2 3.不良事件分类：
4.2016年与2015年不良事件对比，见图4 图42016年与2015年各类不良事件对比
4.各类不良事件1-12月趋势，见图5 图5—2016年1-12月趋势图5.不良事件发生场所，见图6
二、2016年各类不良事件汇总分析 （一）医疗安全不良事件 1．医疗不良事件分类： 图7—-医疗不良事件分类柏拉图2.医疗不良事件分级：
3.医疗安全不良事件小结： 医疗安全不良事件中，由医生上报7例，护士上报19例。绝大多数属于Ⅳ级事件，占73%，主要是医嘱事件，Ⅲ级事件占27%，主要有医疗处置事件、用药错误等。 医嘱事件16例，其中录错药物数量5例、录错药物剂量4例、漏录电脑4例、录错患者3 例；医疗处置事件4例，包括胸腔闭式引流操作2例，导尿操作2例；用药错误2例，包括用 法错误、提前用药各1例；跌倒事件2例，均为脑血管疾病患者夜间坠床；意外事件1例，为 住院处录入身份信息错误；输液反应1例。 （二）护理安全不良事件 1.护理不良事件分类： 2.护理不良事件分级
Feasible Research Report The project of company ,which is invested and held by Co.,Ltd ,has been accepted to set up by Foreign Economic and Trade Commission. On the basis of that , making feasible research report is examined and approved by Feng Xian district People’s Government. A.The basic condition of the project: 1. The company’s name : Co.,Ltd. English Name: Co.,Ltd. 2.Registered Address: 3.Investment Scale:The total amount of investment is dollars,the registered capital is dollars. 4. Investment Pattern: 5. Business Scope : 6. Business Scale: Annual Output Value is dollars. 7. Business Term: Years. 8. Production Marketing: % Export Sales , % Selling on domestic market B.The Investor’s Brief Introduction And Investment Reason Investor: Nationality: Registered Address: Founded in Year in , Company with the Registered Capital of , has mainly been dealing with the Business for years so that selling network spreads all over the market. The company keeps a good selling tendency in the past few years. Mr. , the president of the company,has been engaged in the producing,selling and management in the field of for many years, possessing great attainment in development, designing and production technology. The company has a good reputation in the business circles. Company thinks that the project has a great capacity in the Chinese market. Company will make use of the advanced Technology to improve the functions of the products ,the quality of the products and productivity; will strengthen its
XX公司月度财务分析 报告 单位： 报告期间：
目录 1.财务状况总体评述1 2.财务报表分析3 2.1.资产负债表分析3 2.1.1.资产状况及资产变动分析3 2.1.2.流动资产结构变动分析4 2.1. 3.非流动资产结构变动分析5 2.1.4.负债及所有者权益变动分析5 2.2.利润表分析6 2.2.1.利润总额增长及构成分析7 2.2.2.成本费用分析7 2.2. 3.收入质量分析8 2.3.现金流量表分析8 2.3.1.现金净流量变动趋势分析9 2.3.2.现金流入流出结构对比分析9 2.3.3.现金流量质量分析10 3.财务分项分析11 3.1.盈利能力分析11 3.1.1.以销售收入为基础的利润率指标分析11 3.1.2.成本费用对获利能力的影响分析11 3.1.3.收入、成本、利润增长的协调性分析13 3.1. 4.以资产/股东权益为基础的获利能力分析13 3.2.成长性分析14 3.2.1.资产增长情况分析14 3.2.2.利润增长稳定性分析15 3.3.现金流指标分析16 3.3.1.现金偿债比率16 3.3.2.现金收益比率17 3.4.偿债能力分析17 3.4.1.短期偿债能力分析17 3.4.2.长期偿债能力分析18 3. 5.经营效率分析19 3.5.1.资产使用效率分析19 3.5.2.存货/应收账款使用效率分析19 3.5.3.营业周期分析20 3. 6.经营协调性分析21 3.6.1.长期投融资活动协调性分析21 3.6.2.营运资金需求变化分析22 3.6.3.现金收支的协调性分析22
3.6. 4.企业经营的动态协调情况分析22 4.综合评价分析24 4.1.杜邦分析24 4.2.经济增加值（EVA)分析24
报告
一、培训中心可行性研究报告 第一部分可行性研究总述 一、提出的背景 这是一个惊人的创举，只需抽出共计21 天的学习训练记 忆力，你便可以掌握一套终身受用的快速记忆法！通过训练你还能成为记忆大师！这本训练教材正是为所有具有上进心而一时找不到记忆突破口的人准备的，旨在打破自我设限，学会一种有效、快速、简单易行的学习及记忆式，从而激发出您记忆的无限潜能，调动所有沉睡的能量，在最短时间取得最佳的业绩！ 21 世纪，人类进入一个崭新的时代，以知识经济为主 的 社会经济模式展现在人们面前，人们需要更快、更多、更牢固的学习掌握各类知识！谁能在最短时间掌握知识或技能，谁就会成为新世纪社会的排头兵！而缩短学习时间最快捷的式，就是要掌握快速记忆的法！ 掌握一套系统的快速记忆法对于每个人来讲都非常重要，在校学生们都感到学习的紧与压力，很多人都已经意
到了要学习的重要性，但很少有人能意识到应该先掌握一套 快速的记忆法，要知道“工欲善其事，必先利其器”、“磨刀 不误砍材工”，掌握了快速记忆的法，记忆任东西都会事半 功倍！ 超级记忆学习法能使您在轻松愉悦的心态下快速掌握学 习的容，彻底消除对学习中令人畏惧的“背”功的恐惧感， 制服这个学习、记忆中的拦路虎，我们推广超级记忆法的目 的就是给那些还在“学海”中苦苦挣扎的学子们和总抱怨自 已“记性” 不好的人们送去一叶带领他们脱离“苦海” 的舟！ 同时也顺便把那些勤奋上进，超越自我的人们捎到理想的彼 岸！乘坐在“超级记忆”号快轮上的人们都将能迅速、顺利 地到达。 二、项目实施的条件 （一）培训机构注册（或者挂靠） 1、培训机构性质：教育类文化公司，主要从事教育培训等活
公司财务分析报告范文 一,总体评述(一) 总体财务绩效水平根据xxxx 公开发布的数据,运用xxxx 系统和xxx 分析方法对其进行综合分析,我们认为xxxx 本期财务状况比去年同期大幅升高. (二) 公司分项绩效水平项目公司评价二,财务报表分析(一) 资产负债表 1.企业自身资产状况及资产变化说明: 公司本期的资产比去年同期增长xx%.资产的变化中固定资产增长最多,为xx 万元.企业将资金的重点向固定资产方向转移.应该随时注意企业的生产规模, 产品结构的变化,这种变化不但决定了企业的收益能力和发展潜力,也决定了企业的生产经营形式.因此,建议投资者对其变化进行动态跟踪与研究. 流动资产中,存货资产的比重最大,占xx%,信用资产的比重次之,占xx%. 流动资产的增长幅度为xx%.在流动资产各项目变化中,货币类资产和短期投资类资产的增长幅度大于流动资产的增长幅度,说明企业应付市场变化的能力将增强.信用类资产的增长幅度明显大于流动资产的增长,说明企业的货款的回收不够理想,企业受第三者的制约增强,企业应该加强货款的回收工作.存货类资产的增长幅度明显大于流动资产的增长,说明企业存货增长占用资金过多,市场风险将增大,企业应加强存货管理和销售工作.总之,企业的支付能力和应付市场的变化能力一般. 2.企业自身负债及所有者权益状况及变化说明: 从负债与所有者权益占总资产比重看,企业的流动负债比率为xx%,长期负债和所有者权益的比率为xx%.说明企业资金结构位于正常的水平. 企业负债和所有者权益的变化中,流动负债减少xx%,长期负债减少xx%,股东权益增长xx%. 流动负债的下降幅度为xx%,营业环节的流动负债的变化引起流动负债的下降,主要是应付帐款的降低引起营业环节的流动负债的降低. 本期和上期的长期负债占结构性负债的比率分别为xx%,xx%,该项数据比去年有所降低,说明企业的长期负债结构比例有所降低.盈余公积比重提高,说明企业有强烈的留利增强经营实力的愿望.未分配利润比去年增长了xx%,表明企业当年增加了一定的盈余.未分配利润所占结构性负债的比重比去年也有所提高, 说明企业筹资和应付风险的能力比去年有所提高.总体上,企业长期和短期的融资活动比去年有所减弱.企业是以所有者权益资金为主来开展经营性活动,资金成本相对比较低. (二) 利润及利润分配表主要财务数据和指标如下: 当期数据上期数据主营业务收入主营业务成本营业费用主营业务利润其他业务利润管理费用财务费用营业利润营业外收支净利润总额所得税净利润毛利率(%) 净利率(%) 成本费用利润率(%) 净收益营运指数1.利润分析(1) 利润构成情况本期公司实现利润总额xx 万元.其中,经营性利润xx 万元,占利润总额xx%; 营业外收支业务净额xx 万元,占利润总额xx%. (2) 利润增长情况本期公司实现利润总额xx 万元,较上年同期增长xx%.其中,营业利润比上年同期增长xx%,增加利润总额xx 万元;营业外收支净额比去年同期降低xx%,减少营业外收支净额xx 万元. 2.收入分析本期公司实现主营业务
实验报告 课程名称： 材料科学基础实验 指导老师： 乔旭升 成绩： 实验名称： 光谱分析 实验类型： 同组学生姓名： 一、实验目的和要求（必填） 三、主要仪器设备（必填） 五、实验数据记录和处理 七、讨论、心得 二、实验内容和原理（必填） 四、操作方法和实验步骤 六、实验结果与分析（必填）一、实验目的 通过本实验了解紫光/可见光光度计、傅里叶变换红外光谱仪（FTIR ）和荧光光谱仪的基本原理、主要用途和实际操作过程。掌握玻璃透光率、薄膜吸收光谱、固体粉末红外光谱和固体发光材料荧光光谱的测试方法。学习分析影响测试结果的主要因素。 二、实验原理 电磁波可与多种物质相互作用。如果这种作用导致能量从电磁波转移至物质，就称为吸收。当光波与某一受体作用时，光子和接受体之间就存在碰撞。光子的能量可被传递给接受体而被吸收，由此产生吸收光谱。通常紫外和可见光的能量接近于某两个电子能级地能量差，故紫外与可见光吸收光谱起源于价电子在电子能级之间的跃迁，又称为电子光谱。 当一束平行单色光照射到非散射的均匀介质时，光的一部分将被介质所反射，一部分被介质吸收，一部分透过介质。如果入射光强度为I0.反射光强度为Ir ，吸收光强度为Ia ，透过光强度为It ，则有I0=Ir+Ia+It 投射光强度与入射光强度之比称为透光率 T=It/I0 当一束具有连续波长的红外光照射某化合物时，其分子要吸收一部分光能转变为分子的震动能量或转动能量。此时若将其透过的光用单色器进行色散，就可得到一带暗条的谱带。以红外光的波长或波数为横坐标，以吸收率或者透过率百分数为纵坐标，把该谱带记录下来，就可得到该化合物的红外吸收光谱图。不同的化合物均有标准特征谱，将实验所得的光谱与标准谱对照，就可进行分子结构的基础研究和化合组成的分析。可由吸收峰的位置和形状来推知被测物的结构，按照特征峰的强度来测定混合物中各组分的含量。 当分子吸收来自光辐射的能量后，其本身就由处于稳定的基态跃迁至不稳定的激发态： M+h ν→。激发态是不稳定的，寿命极短，激发态分子会迅速以向周围散热或再发射电磁波（荧光或磷光）的方式回到基态： →M+荧光（或磷光）。任何能产生荧光（或磷光）的物质都具有两个特征光谱：激发光谱和发射光谱。 激发光谱：荧光（或磷光）为光致发光，因此必须选择合适的激发光波长，这可通过激发
企业月度财务分析报告 单位：演示单位 报告期间：2011年4月
目录 一、财务状况总体评述 1.公司整体财务状况 2.行业竞争对手对比 二、财务报表分析 （一）资产负债表分析 1.资产状况及资产变动分析 2.流动资产结构变动分析 3.非流动资产结构变动分析 4.负债及所有者权益变动分析（二）利润表分析 1.利润总额增长及构成情况 2.成本费用分析 3.收入质量分析 （三）现金流量表分析 1.现金流量项目结构与变动分析 2.现金流入流出结构对比分析 3.现金流量质量分析 三、财务分项分析 （一）盈利能力分析 1.以销售收入为基础的利润率分析 2.成本费用对盈利能力的影响分析 3.收入、成本、利润的协调分析 4.从投入产出角度分析盈利能力（二）成长性分析 1.资产/资本增长稳定性分析 2.利润增长稳定性分析 （三）现金流量指标分析 1.现金偿债比率 2.现金收益比率 （四）偿债能力分析 1.短期偿债能力分析 2.长期偿债能力分析 （五）经营效率分析 1.资产使用效率分析 2.存货、应收账款使用效率分析 3.营运周期分析 （六）经营协调性分析 1.长期投融资活动协调性分析 2.营运资金需求变化分析 3.现金收支协调性分析 4.企业经营的动态协调性分析 四、综合评价分析 （一）杜邦分析 （二）经济增加值（EVA)分析 （三）财务预警-Z计分模型
一、财务状况总体评述 2007年4月，演示单位当月实现营业收入72,183.41万元，累计实现营业收入 300,529.25万元,去年同期实现营业收入126,656.40万元，同比增加137.28％；当月实现利润总额2,509.69万元，累计实现利润总额9,906.00万元，较去年同期增加100.70％；当月实现净利润1,634.39万元，累计实现净利润7,851.99万元，较同期增加86.25％。 以下是根据沃尔评分体系对企业进行的综合评价： 项目实际值行业平均值综合得分分项得分 综合能力213.76 213.76 偿债能力54.99 274.96 资产负债率80.33 64.30 14.99 74.96 已获利息倍数35.04 1.10 40.00 200.00 盈利能力76.00 500.00 净资产收益率21.10 1.07 50.00 330.00 总资产报酬率 5.69 0.83 26.00 170.00 运营能力36.00 418.07 总资产周转率(次） 1.68 0.27 18.00 250.00 流动资产周转率（次） 2.13 0.63 18.00 168.07 发展能力46.77 344.88
天津市博安检测技术有限公司 光谱分析报告 报告编号：NJ-DY-001 报告日期：2016年4月5日 检测单位(章) 批准：审核：检验： 第1 页共1 页
光谱分析报告（续页） 报告编号NJ-BTGP-002 报告日期：2016年4月19日 第1页共1页
光谱分析报告填写说明： 一、表头填写 1、“报告编号”：根据本单位体系文件要求编写； 2、“报告日期”：报告时间； 3、“工程名称”：××××工程（工程全称）； 4、“委托单位”“委托单编号”：根据本单位施工时实际委托情况填写； 5、“部件名称”：机炉部件名称（如图纸或委托单明确可包含代号、图号等）如：3#锅炉低温过热器管排/J33； 6、“表面状况”：打磨脱漆 7、“分析条件”：仪器工作所用的电流，如交流220V； 8、“仪器及编号”：工作时所用的仪器型号及仪器出厂编号，如34W型/009758； 9、“分析环境”：工作时环境。不能在阴雨天气中工作。如晴微风20～30℃； 10、“检验目的”：根据实际需要选项； 11、“执行标准”：填写相应的验收规范，验收标准，工艺标准，材质标准。 二、分析填写 1、“组件名称/焊编编号”“数量”“规格”“设计材质”：根据委托单要求填（格式小可根据需要稍做调整）； 2、“定性半定量分析”：对于Cr Mo V进行定性半定量分析，分析结果以填写一个数为准；对Ni W Ti只进行定性分析，有打“√”，其他不含有表格中划“/”； 3、“结论”：填写“相符”“不相符”。 4、填不下可在续页中填写，结束后空白处可合并后填写“以下空白”（注：主页建议不要合并表格，只是在“组件名称/焊编编号”一栏下填写“以下空白”）； 三、备注 根据需要填写，如“对不相符的材质进行重新委托分析”或“有关设计进行变更说明”等。 四、签字盖章 “批准”：派出机构行政负责人 “审核”：人名/技术资格 “检验”：人名/技术资格 五、页码 根据实际需要填写;
不良事件报告制度
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为持续提高我院医疗质量，保障医疗安全，根据中国医院协会提出的患者安全目标和《二级医院评价标准和细则》的要求，制定本制度。 一、 医疗不良事件的定义 医疗不良事件是指因诊疗活动而非疾病本身所造成患者可能的人身损害，包括诊疗的失误及相关的设施、设备引起的损害等。 二、 医疗不良事件报告程序、处理流程： 各科室或个人具名或匿名报告不良事件 职能科室（医务、护理、院办公室、设备、后勤中心） 当发生不良事件后，当事人或知情人应立即向科室负责人报告，填写《医疗不良事件报告表》，报送职能科室，一般不良事件要求24h 内报告，事件重大、情况紧急者应立即口头汇报，事后补填《报告表》；报告人不愿具名或匿名的，可在医院网站上下载电子版《医疗不良事件报告表》,填写完成后发送到医教科邮箱。 职能科室接到报告后立即调查分析事件发生的原因、影响因素及管理等各个环节并制定改进措施。针对科室报告的不良事件，医教科每个月组织医疗质量管理委员会会议分析，每季度公布分析处理结果，并跟踪处理及改进意见的落实情况，落实情况列入每个月科室考核和年终的科室考评内容。 三、医疗不良事件分类 （一）按医疗不良事件发生后对病人或家属的影响程度，从小到大分为6类： 一般事件（提出处理意见） 重大事件 分管院长 组织相关委员会讨论提出实施意见 院长
潜在不良事件：由于不经意或是及时的介入行为，而使原本可能导致的不良事件或情况并未真正发生在病人身上。 无伤害：事件发生在病人身上，但是没有造成任何的伤害。 轻度伤害：事件虽然造成伤害，但不需或仅需稍微的处理或观察， 如捏伤、擦伤、皮肤小撕裂伤。或者需额外的探视、评估或观察，但仅 需要简单的处理，如缝合、夹板固定、冰敷、抽血检查、包扎或止血治 疗。 中度伤害：除需要额外的探视、评估或观察外，还需住院、延长住 院时间或会诊等特别处理。 重度伤害：造成病人永久功能障碍或永久残疾。 极重度伤害：造成患者死亡的。 （二）按照医疗不良事件发生的原因及过错的大小，分为一般和重大医 疗不良事件。 符合下列条件之一者,为一般医疗不良事件： 1．医务人员在诊疗护理过程中按技术操作规程进行诊疗护理, 但由于诊断、治疗、护理水平有限等原因过失而造成或未造成患者人身损害的事件。 2．医务人员在诊疗护理过程中按技术操作规程进行诊疗护理, 但因实验检查器械或设备原因过失而造成或未造成患者人身损害的事件。 3．医务人员在诊疗护理过程中按技术操作规程进行诊疗护理, 但因在诊疗或操作过程中，未能预见或预见不够等原因过失而造成或未造成患者人身损害的事件。 4．医务人员在诊疗护理过程中按技术操作规程进行诊疗护理,但因在诊疗或操作过程中，未能尽到足够的注意义务而造成或未造成患者人身损害的事件。5．医务人员在诊疗护理过程中未能充分尊重病人的知情同意权，使医疗信息沟通过程或沟通信息失真导致的不良事件。 6．设施存在缺陷，未能尽到足够的安全义务导致的不良事件。 符合下列条件之一者,为重大医疗不良事件： 1．擅离职守或对急、危重病人借故推诿拖延,贻误诊治和抢救时机;
4,000,000 tons laterite-nickel ore Project in Indonesia Feasibility Study Report
Chapter 1 General Introduction 1.1 Overview of the p roject (7) 1.2 Research conclusions of the project established (8) 1.2.1 Market prospects (8) 1.2.2 Supply of the raw material (8) 1.2.3 Policy protection (9) 1.2.4 Capital assurance (9) 1.2.5 Organization guarantee (9) 1.2.6 Technical support (9) 1.2.7 HR building (9) 1.2.8 Risk control (10) 1.2.9 Financial Benefit conclusion (11) 1.2.10 Social benefits conclusion (11) 1.2.11Feasibility compositive estimation of the project established (11) 1.3 Main technical and economic indexes (11) Chapter 2 Background of the Project 2.1 The background of construction (13) 2.2 The necessity of construction (13) 2.3The feasibility of construction (13)
企业月度财务分析报告 关于企业月度财务分析报告 企业月度财务分析报告 一、企业生产经营情况 (一)本月和本年累计生产经营情况，包括主要产品(或业务)生产、业务营业量、销售量(进口额、出口额)及环比增长量;市场形势变化对生产经营的影响。 (二)新产品、新技术、新工艺开发及投入情况。 (三)经营中出现的问题和困难，以及需要说明的其他业务情况和事项。 二、资金增减和周转情况 (一)货币资金的主要来源及同比变化情况。(二)应收账款、存货同比变化情况及增减原因。
(三)资产、负债、所有者权益项目中，如同比变动幅度超过30%，应说明原因。 三、实现利润(亏损)情况 (一)营业收入、主营业务收入的环比增减额及其主要影响因素;营业收入、主营业务收入的同比增减额及其主要影响因素，包括销售量、销售价格、销售结构变动和新产品销售，以及影响销售量的滞销产品种类、库存数量等。 (二)成本费用变动的主要因素和各构成部分的变动因素，包括成本费用总额、销售费用、管理费用、财务费用、人工成本同比变化情况及主要因素。 (三)环比及同比影响其他收益的主要事项，包括投资收益变动情况、补贴收入各款项来源和金额、营业外收支的主要事项和金额。 (四)亏损企业户数、亏损面、亏损总额及同比增减额、亏损原因。 四、企业财务风险情况
(一)企业从事的风险投资业务，主要包括委托理财、股票投资、基金投资、期货及衍生品交易等风险业务占用资金规模、资金来源与盈亏情况。 (二)企业债务负担情况，主要包括长、短期借款同比增减金额及原因，逾期债务本金和未偿还利息情况。 五、对企业月度财务状况、经营成果和现金流量产生重大影响的其他事项。 公司财务分析报告范本 一,总体评述 (一) 总体财务绩效水平 根据xxxx公开发布的数据,运用xxxx系统和xxx分析方法对其进行综合分析,我们认为xxxx本期财务状况比去年同期大幅升高. (二) 公司分项绩效水平
（项目名称） 光谱分析报告 第页，共页单项工程名称：单项工程编号： 单位工程名称单位工程编号 委托单位委托编号 接收日期试验编号PJZH- 检测部位仪器型号/编号SPECTROTESTTXC02分析执行标准GB/T4336-2002 分析情况 试样名称（编号）规格材质 产品标 准代号 检测结果（%）备 注 C Si Mn P S Cr Ni Mo / / / / / / / / / / / / / / / 备注：1.主要元素含量的检测结果符合委托材质的标准含量要求。 2.分析结果依据光谱分析仪直读数据。 3.分析结果只对被检件部位负责。 试验人： 年月日审核人： 年月日 技术负责人： 年月日 检测单位：（公章） 年月日
（项目名称） 光谱分析报告 第页，共页单项工程名称：单项工程编号： 单位工程名称单位工程编号 委托单位委托编号 接收日期试验编号PJZH-检测部位仪器型号/编号X-MET7000分析执行标准ASTMA751 分析情况 试样名称（编号）规格材质 产品标准 代号 检测结果（%） 备注 Cr Ni Mo / / / / / / / / / / / / / / / 备注：1.主要元素含量的检测结果符合委托材质的标准含量要求。 2.分析结果依据光谱分析仪直读数据。 3.分析结果只对被检件部位负责。 试验人： 年月日审核人： 年月日 技术负责人： 年月日 检测单位：（公章） 年月日
（项目名称） 光谱分析报告（续表） 第页，共页单项工程名称：单项工程编号： 单位工程名称单位工程编号 委托单位试验编号PJZH- 管线(设备)编号检测标准/合格等级X-MET7000 试验情况 试样名称（编号）规格 (mm) 材质 产品标准 代号 检测结果（%） 备注 Cr Ni Mo 备注：主要元素含量的检测结果符合委托材质的标准含量要求。 试验人： 年月日审核人： 年月日 技术负责人： 年月日 检测单位：（公章） 年月日
可行性研究报告英文版 Feasibility study report definition Feasibility study report is engaged in a kind of economic activity (investment), before the two sides should from economy, technology, production, supply and marketing to a variety of factors such as social environment, law specific investigation, research, analysis, determine the favorable and unfavorable factors, the project is feasible, estimated size, economic benefit and social effect, the success rate for policy makers and the competent authority for examination and approval report file. Feasibility study is to determine the decisive work before construction projects, is before the investment decision, the proposed project to conduct a comprehensive technical and economic analysis of scientific reasoning, in investment management, feasibility study refers to the planned project about nature, society, economy, technology and research, comparative analysis and prediction after the completion of social and economic benefits. On this basis, the necessity of comprehensive demonstration projects, financial profitability, economic rationality, technical advancement and adaptability as well as the possibility and feasibility of the construction conditions, so as to provide scientific basis for investment decision. Feasibility study report is divided into the government approved by the examination and approval in the feasibility study report and financing in the feasibility study report. Approved by the examination and approval in the feasibility study report on attention and influence of the social economic benefits of the project; Financing with report focused attention project is economically feasible. Specific summarized as: the government project examination and approval, industrial support, bank loans, financing, investment, investment construction, foreign investment, public finance, the Chinese and foreign cooperation, share cooperation, company establishment, land requisition, application feasibility report of various types, such as high and new technology enterprise. Feasibility study report 1, used in corporate finance, feasibility study report of foreign investment cooperation. Such study usually requires accurate market analysis, investment plan is reasonable, and provide competitive analysis, marketing planning, management plan, technology research and development, such as the actual operation. 2, for national development and reform commission (planning commission) project feasibility study report. This file is based on the administrative permit law of the People's Republic of China [2] "and" make [3] of the state council of the People's Republic of China "and writing, is the basis of the large infrastructure project file, the national development and reform commission according to the feasibility study report for approval, registration or approval, to determine whether a project implementation. Pharmaceutical enterprises when applying for a certificate also need to write the feasibility study report.
公司财务分析报告范文 2010-08-11 15:03:11 来源：互联网 公司财务分析报告范文一般包含以下部分：基本财务情况，主要会计政策、税收政策，财务管理制度与内部控制制度，资产负债表分析 一、基本情况 1、历史沿革。公司实收资本为万元，其中：万元，占93.43%；万元，占5.75%；万元，占0.82%。 2、经营范围及主营业务情况我公司主要承担等业务。上半年产品产量： 3、公司的组织结构（1）、公司本部的组织架构根据企业实际，公司按照精简、高效，保证信息畅通、传递及时，减少管理环节和管理层次，降低管理成本的原则，现企业机构设置组织结构如下图： 4、财务部职能及各岗位职责 （1）、财务部职能（略） （2）、财务部的人员及分工情况财务部共有X人，副总兼财务部部长X人、财务处处长X人、财务处副处长X人、成本价格处副处长X人、会计员X人。 （3）、财务部各岗位职责（略） 二、主要会计政策、税收政策 1、主要会计政策公司执行《企业会计准则》《企业会计制度》及其补充规定，会计年度1月1日—12月31日，记账本位币为人民币，采用权责发生制原则核算本公司业务。坏账准备按应收账款期末余额的0.5%计提；存货按永续盘存制；长期投资按权益法核算；固定资产折旧按平均年限法计提；借款费用按权责发生制确认；收入费用按权责发生制确认；成本结转采用先进先出法。 2、主要税收政策 （1）、主要税种、税率主要税种、税率：增值税17%、企业所得税33%、房产税1.2%、土地使用税X元/每平方米、城建税按应交增值税的X%。 （2）、享受的税收优惠政策车桥技改项目固定资产投资购买国产设备抵免企业所得税。
项目可行性研究报告 1. 立项的背景与意义 1.1立项背景 大型公共建筑是指建筑面积2万平方米以上的办公建筑（如写字楼等）、商业建筑（如商场、金融建筑等）、旅游建筑（如旅馆饭店、娱乐场所等）、科教文卫建筑（如文化、教育、科研、医疗、卫生、体育建筑等）、通信建筑（如邮电、通讯、广播用房等）以及交通运输用房（如机场、车站建筑等）。据统计，中国大型公共建筑总面积不足城镇建筑总面积的5%，但总能耗却占全国城镇总耗电量的20%强。中央空调是大型公共建筑的主要耗能设备之一，一般占整体能耗的40%以上。我国“十一五”规划提出了节能减排的目标，即到2010年在2005年基础上单位GDP能源消费降低20％，主要污染物下降10％。这一目标的提出具有非常重要的战略意义。首先，它是全面贯彻落实科学发展观、促进经济又好又快发展的要求。当前，我国正处于工业化和城市化发展的关键时期，无论从发展规模还是从发展速度来看，在世界上都是独一无二的。随着人口增长和经济的快速发展，资源环境约束日益突出。2007年，我国一次能源消费总量达到26.5亿吨标煤，比2003年增长了51%。只有切实转变发展观念，开创新的发展模式，走科技含量高、经济效益好、资源消耗低、环境污染少、人力资源优势得到充分发挥的新型工业化道路，才有可能实现在经济平稳较快增长的同时，使我国的能源强度明显下降。其次，通过节能减排我国能在应对全球气候变化方面做出重要贡献。作为人类社会面临的共同挑战，气候变化已经成为当前国际社会高度关注的全球问题。我国的温室气体排放总量已接近世界第一排放大国美国，近年来更是呈高速增长的趋势。同时，尽管我国人均排放大大低于发达国家，但已接近世界平均水平。节能减排作为实现经济发展和保护环境双赢的有效途径，不仅是我国自身可持续发展的内在要求，也是为全球减缓气候变化做出的重要贡献。一个国家的能源强度取决于人口增长，经济发展、产业结构、技术水平和资源禀赋等诸多因素，实现节能减排目标面临严峻挑战。首先，随着我国能源行业投资规模扩大，能源建设高速扩张，能源供需矛盾有所缓解，但能源安全问题依然突出。特别是近来国际石油价格一再创出新高，石油和天然气等优质能源供需矛盾相当突出。2007年我国全年进口石油已达1.97亿吨，未来新增消费需求几乎全部依赖国际市场。其次，以煤炭为主的能源结构难以根本改变。煤炭在一次能源消费量的比例一直在70％左右，甚至2002年以来还出现了小幅上扬。大量开采和消耗煤炭，不仅对交通运输系统造成很大压力，而且造成我国能源系统利用效率低，对环境构成巨大压力。再次，我国产业结构中工业耗能占能源总消费量