国有企业剥离非主营业务符合国家的政策导向。随着国有企业深化改革的推进，国有企业不断剥离医院、物业等非主营业务。中石油门诊部也于2018年底完成改制，改制后，需要自谋出路、自己生存，其经营性质由传统的封闭式、福利型向开放式、自负盈亏性转变，其外部宏观环境与生存理念也产生了重大变化。在此背景下，中石油门诊部为激发活力，实现自力更生，制定合理的发展战略就非常重要。 论文简要的总结了战略与战略管理相关理论，梳理了医院战略和医院战略管理的相关知识，并对国有企业医院在改制后的战略制定进行了综述；介绍了中石油门诊部的基本情况和改制方案；分析了中石油门诊部改制后的外部宏观环境及发展趋势，研究了医疗行业目前的竞争情况和态势。 论文根据战略系统的开放动态特性，在传统的SWOT分析模型基础上，尝试性加入区域和关联群体两个维度，提出了两维SWOT分析模型；根据中石油门诊部自身情况，提出中石油门诊部SWOT分析模型，并进行应用，构建了中石油门诊部“一体两面”战略体系，提出了该公司的总体战略要点是依托与中石油集团公司天然的联系和现有的良好声誉，牢固坚守已有的六铺炕市场，并需要尽最大努力开拓新市场；根据中石油门诊部的业务市场，以六铺炕片区和科技园片区为重点，通过分析自身在两个业务片区的优势、劣势、机会和威胁，系统提出了中石油门诊部在六铺炕片区的策略要点就是依靠医保内诊疗服务、中医诊疗服务和体检等业务，稳固片区市场；在科技园片区的策略要点是努力抢占科技园的业务市场；并在此基础上，给出了中石油门诊部的战略总结。

It is the national policy that the state-owned enterprises separate non-main business. With the advancement of state-owned enterprises deepening reforms, enterprises have divested more and more non-main business such as hospitals and properties. CNPC Clinic has been separated from CNPC since December 2018, which means the hospital needs survive on its own. The macro environment and survival concept changes a lot. The mode of its operation should be changed from the closed to open, and the type should be changed from welfare to self-financing. In this context, it is very important for the CNPC Clinic to make a strategy to achieve self-reliance development. This paper briefly describes enterprise strategy related theory, and the application research on enterprise hospital. The basic situation and restructuring plan of the CNPC Clinic were introduced. The external macro environment and development trend after the restructuring of the CNPC Clinic were analyzed, and the current competition situation and development of the medical industry were studied. This paper advanced a two-dimensional SWOT (TD-SWOT) analysis method based on open dynamic theory, which increase the regional and associated group into traditional SWOT model. According to the situation of the CNPC Clinic, the TD-SWOT analysis of the CNPC Clinic is proposed, establishing CNPC Clinic Overall-regional strategy system. The application puts forward that the company's overall strategic point is to firmly adhere to the existing Liupukang market based on the natural connection with CNPC and its existing good reputation, and need to do their utmost to increase new markets. And then, focusing on the main business market of CNPC Clinic, the Liupukang market area and Kejiyuan market area, the advantages and disadvantages, opportunities and threats of the two business areas are studied. The strategic point of the CNPC Clinic in Liupukang area is to stabilize the market relying on medical insurance services, Chinese medicine services and physical examinations; the strategic point in Kejiyuan area is to strive to seize the business market; and then the paper summaries the CNPC Clinic overall strategic.