【摘要】：世界低成本航空業(yè)經(jīng)過(guò)近三十年的發(fā)展已逐漸成為全球航空領(lǐng)域內(nèi)最重要的組成部分之一。低成本航空公司與傳統(tǒng)航空不同之處在于,低成本航空公司將降低成本去除多余服務(wù)作為核心競(jìng)爭(zhēng)力,使用低廉價(jià)的機(jī)票價(jià)格獲得市場(chǎng)份額。近年來(lái),隨著中國(guó)民航的蓬勃發(fā)展,乘機(jī)人數(shù)不斷增加,低成本航空逐漸成為我國(guó)民航市場(chǎng)的重要組成部分。航空旅客需求變動(dòng)推動(dòng)低成本航空的變革,加之油價(jià)平穩(wěn)環(huán)境下低成本航空的發(fā)展優(yōu)勢(shì)更加凸顯。但是隨著各地方航空公司不斷的涌現(xiàn),中國(guó)高鐵的持續(xù)發(fā)展以及航空市場(chǎng)本身高風(fēng)險(xiǎn)、高成本、低利潤(rùn)率的行業(yè)特點(diǎn),尤其中國(guó)聯(lián)合航空公司多年來(lái)一直以傳統(tǒng)運(yùn)營(yíng)模式經(jīng)營(yíng),因此在轉(zhuǎn)型后需要結(jié)合當(dāng)前市場(chǎng)環(huán)境和自身優(yōu)勢(shì)創(chuàng)新思路,重塑經(jīng)營(yíng)模式,在此背景下筆者開(kāi)啟本次研究。本文的研究目的是分析建立中國(guó)聯(lián)合航空公司的運(yùn)營(yíng)模式。中國(guó)聯(lián)合航空公司作為中國(guó)東方航空公司的三級(jí)全資子公司,自成立以來(lái)始終以傳統(tǒng)經(jīng)營(yíng)模式運(yùn)營(yíng)發(fā)展。宣布轉(zhuǎn)型成為低成本航空公司后,標(biāo)志著我國(guó)首家國(guó)有企業(yè)低成本航空公司正式成立,開(kāi)創(chuàng)了國(guó)有企業(yè)涉足低成本航空公司的先河。文中應(yīng)用PEST模型,對(duì)中國(guó)聯(lián)合航空公司宏觀運(yùn)營(yíng)環(huán)境開(kāi)展分析。通過(guò)產(chǎn)業(yè)競(jìng)爭(zhēng)力分析,分析低成本航空業(yè)的市場(chǎng)競(jìng)爭(zhēng)環(huán)境。采用企業(yè)資源與能力分析識(shí)別中國(guó)聯(lián)合航空公司自身資源狀況以及配置資源能力,為企業(yè)的戰(zhàn)略轉(zhuǎn)型提供支持與幫助。綜合分析結(jié)果建立SWOT模型,得出其應(yīng)該采用的發(fā)展戰(zhàn)略,結(jié)合行業(yè)內(nèi)翹楚企業(yè)的成功經(jīng)驗(yàn),構(gòu)建中國(guó)聯(lián)合航空公司的低成本運(yùn)營(yíng)模式。論文最終得出中國(guó)聯(lián)合航空公司必須以成本領(lǐng)先戰(zhàn)略為核心,采用中短途市場(chǎng)定位、精簡(jiǎn)的組織架構(gòu)、嚴(yán)格的成本控制、創(chuàng)新收入方式來(lái)源以及全員參與的企業(yè)文化的運(yùn)營(yíng)模式。通過(guò)對(duì)中國(guó)聯(lián)合航空公司的分析,建議我國(guó)低成本航空公司在建立和運(yùn)營(yíng)過(guò)程中應(yīng)該做到慎重選取目標(biāo)市場(chǎng)和航線、嚴(yán)格的成本控制、構(gòu)建符合公司特點(diǎn)的核心競(jìng)爭(zhēng)力這三點(diǎn),才有能力在競(jìng)爭(zhēng)激烈的航空市場(chǎng)上得以生存和發(fā)展。
[Abstract]:The low cost aviation industry in the world has gradually become one of the most important parts in the global aviation field after nearly thirty years of development. The difference between low cost airlines and traditional aviation is that low cost airlines will reduce the cost to remove redundant services as the core competitiveness and use low price ticket prices to obtain market share. In recent years, with the rapid development of China's civil aviation, the number of passengers is increasing, and low cost aviation has gradually become an important part of the civil aviation market in China. The change of air passenger demand to promote low cost aviation and the advantages of low cost aviation under stable oil prices are more prominent. The continuous development of China's high speed rail and the industry characteristics of the height risk, high cost and low profit rate in the aviation market, especially the Chinese United Airlines has been operating in the traditional operation mode for many years, so it is necessary to combine the current market environment and its own advantages and innovation ideas and reshape the business model after the transformation. The purpose of this study is to analyze the operation model of China United Airlines. China United Airlines, as the three level wholly owned subsidiary of China Eastern Airlines, has been operating and developing with the traditional business model since its establishment. A low cost airline company has been established, which pioneered the state owned enterprises involved in low cost airlines. In this paper, the PEST model was used to analyze the macro operating environment of China United Airlines. Through the analysis of the industrial competitiveness, the market competition environment of low cost aviation industry was analyzed. The analysis and identification of enterprise resources and capacity was adopted. It provides support and help for the strategic transformation of the enterprise. The comprehensive analysis results establish the SWOT model, draw the development strategy that it should adopt, and combine the successful experience of the enterprises in the industry to build the low cost operation mode of China joint aeronautical company. China United Airlines must take the cost leading strategy as the core, adopt the medium and short distance market positioning, the streamlined organizational structure, the strict cost control, the innovation income source and the enterprise culture operation mode with all the members participate. Through the analysis of the China United Airlines, we suggest that the low-cost airlines in China are established and shipped. In the course of the camp, we should carefully select the target market and route, strictly control the cost, and build the three points of core competitiveness which conform to the characteristics of the company, so as to be able to survive and develop in the competitive air market.
【學(xué)位授予單位】：北京交通大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F562.6;F560.68

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