本文選題：SC航空公司 + 戰(zhàn)略管理�。� 參考：《山東大學(xué)》2017年碩士論文

【摘要】：航空運輸具有安全、快捷、舒適等特點,是增長速度最快、發(fā)展?jié)摿ψ畲蟮闹匾煌ㄟ\輸方式。在綜合交通運輸體系中的地位不斷提升,當(dāng)前我國民航旅客運輸周轉(zhuǎn)量在綜合交通體系中所占比重在四分之一左右。改革開放30多年以來,隨著國民經(jīng)濟高速發(fā)展,我國民航運輸總周轉(zhuǎn)量保持10%以上的速度持續(xù)高速增長,已經(jīng)成為僅次于美國的民航大國。"十二五"以來,地方航空公司和民營航空公司蓬勃發(fā)展,民航業(yè)在內(nèi)外競爭激烈化、主流客源低端化的共同影響下,已進入以"低票價、低折扣"為主要特征的"大眾化"、"微利化"時代。目前中國民航業(yè)競爭中大集團寡頭壟斷的趨勢仍然明顯,航企之間發(fā)展不均衡的局面難以改變。"十三五"時期是我國向民航強國邁進的關(guān)鍵階段,各航空公司應(yīng)努力抓住機遇,實現(xiàn)自身可持續(xù)健康發(fā)展。SC航空股份有限公司(以下簡稱"SC航空")自從成立以來,通過長期努力調(diào)整改善資產(chǎn)結(jié)構(gòu)、飛機構(gòu)型和基地布局以謀求可持續(xù)健康快速發(fā)展,取得了良好的經(jīng)營效益和社會效益。2016年底機隊規(guī)模達到100架,實現(xiàn)了從地區(qū)性航空公司向全國性航空公司跨越,正式踏入大型航空公司行列,經(jīng)歷了求生存謀發(fā)展的逆境期,正處在戰(zhàn)略機遇期和發(fā)展轉(zhuǎn)型期。本文以SC航空作為研究對象,通過分析宏觀環(huán)境、行業(yè)環(huán)境與六家主要競爭對手等外部環(huán)境,以及公司現(xiàn)狀、內(nèi)部資源能力與核心競爭能力等內(nèi)部環(huán)境,提煉出當(dāng)前公司的機會、威脅、優(yōu)勢和劣勢,通過建立關(guān)鍵因素評價矩陣,發(fā)現(xiàn)公司現(xiàn)行戰(zhàn)略在有效利用外部機會和控制威脅方面較為落后,應(yīng)充分發(fā)揮現(xiàn)有優(yōu)勢、彌補劣勢,適當(dāng)調(diào)整現(xiàn)行戰(zhàn)略。通過SWOT分析,公司應(yīng)選擇專業(yè)化和國際化發(fā)展戰(zhàn)略,實現(xiàn)可持續(xù)健康的跨越式發(fā)展。專業(yè)化發(fā)展戰(zhàn)略方面,SC航空應(yīng)依托國家"一帶一路"戰(zhàn)略和民航"十三五"規(guī)劃,擴大生產(chǎn)經(jīng)營規(guī)模,完善基地布局,優(yōu)化航線網(wǎng)絡(luò)結(jié)構(gòu),強化高飛機日利用率和強成本管控能力的核心競爭力,深化國航系多品牌戰(zhàn)略協(xié)同,提升和擴大品牌的競爭力和影響力。國際化發(fā)展戰(zhàn)略方面,應(yīng)加快基地和樞紐建設(shè),適時引進寬體機,優(yōu)先發(fā)展周邊國際化,探索洲際航線開飛可行性,深化國際化資源獲取與合作。為確保SC航空戰(zhàn)略的實施,分別從基地布局及航線網(wǎng)絡(luò)、機隊建設(shè)及飛行員培養(yǎng)、市場營銷及產(chǎn)品開發(fā)、服務(wù)提升等四個方面制定戰(zhàn)略實施措施,并從財務(wù)、人力資源、安全運行和信息系統(tǒng)等四個方面提出了具體的戰(zhàn)略保障措施。本文通過對SC航空的戰(zhàn)略制定與實施的論證研究,進一步明確該公司的發(fā)展戰(zhàn)略,這對SC航空把握機遇、迎接未來挑戰(zhàn),實現(xiàn)可持續(xù)健康的跨越式發(fā)展具有非常重大的意義,也為國內(nèi)大中型航空運輸企業(yè)的戰(zhàn)略管理提出可參考的價值。同時通過對SC航空發(fā)展戰(zhàn)略研究,強化了對公司各項資源能力的全面認識,為自身的職業(yè)生涯規(guī)劃提供指導(dǎo)和幫助。
[Abstract]:Air transportation, which has the characteristics of safety, speed and comfort, is an important transportation mode with the fastest growth rate and the greatest development potential. At present, the proportion of passenger transport turnover of civil aviation in the integrated transportation system is about 1/4. Since the reform and opening up for more than 30 years, with the rapid development of the national economy, the total turnover of China's civil aviation transportation has maintained a sustained and high-speed growth of more than 10%, and has become the second largest civil aviation country after the United States. " Since the 12th Five-Year Plan, local airlines and private airlines have developed vigorously, and the civil aviation industry has entered into a "low fare" under the joint influence of intense internal and external competition and the low end of mainstream passenger resources. "low discount" as the main feature of "popular", "small profit" era. At present, the trend of oligopoly of large groups in the competition of China's civil aviation industry is still evident, and the uneven development between airlines and enterprises is difficult to change. " The period of the 13th Five-Year Plan is a key stage for our country to become a strong country in civil aviation. Since its establishment, airlines should strive to seize the opportunity to realize their own sustainable and healthy development. SC Aviation Co., Ltd. (hereinafter referred to as "SC Aviation") has been established since its establishment. Through long-term efforts to adjust and improve asset structure, aircraft configuration and base layout in order to achieve sustainable and healthy rapid development, has achieved good operational and social benefits. The fleet size reached 100 by the end of 2016, It has realized the leap from regional airlines to national airlines, formally stepped into the ranks of large airlines, experienced the adverse period of survival and development, and is in the period of strategic opportunity and development transition. This paper takes SC Airlines as the research object, through the analysis of the macro environment, industry environment and six main competitors, as well as the company's current situation, internal resource capacity and core competitiveness and other internal environment. Abstract the opportunity, threat, advantage and disadvantage of the current company. By establishing the evaluation matrix of key factors, we find that the current strategy of the company is relatively backward in the effective use of external opportunities and control of the threat, and should give full play to the existing strengths and make up for the disadvantages. Adjust the current strategy appropriately. Through SWOT analysis, the company should choose the development strategy of specialization and internationalization to realize sustainable and healthy leapfrog development. In terms of specialized development strategy, SC Aviation should rely on the national "Belt and Road" strategy and the "13th Five-Year Plan" of civil aviation, expand the scale of production and operation, perfect the layout of bases, and optimize the network structure of airline routes. Strengthen the core competitiveness of high aircraft daily utilization ratio and strong cost control ability, deepen the cooperation of multi-brand strategy of Air China, enhance and expand the competitiveness and influence of brand. In terms of internationalization development strategy, we should speed up the construction of bases and hubs, introduce wide-body machines in good time, give priority to the development of peripheral internationalization, explore the feasibility of intercontinental flights, and deepen the acquisition and cooperation of international resources. In order to ensure the implementation of SC aviation strategy, the strategic implementation measures are formulated from four aspects: base layout and airline network, fleet construction and pilot training, marketing and product development, service upgrading, and financial, human resources, etc. Four aspects of safe operation and information system are put forward. Through the demonstration and research on the strategy formulation and implementation of SC Airlines, this paper further defines the development strategy of SC Airlines, which is of great significance for SC Aviation to seize the opportunity, meet the challenges in the future, and realize the sustainable and healthy leapfrog development. It also provides reference value for the strategic management of large and medium-sized air transport enterprises in China. At the same time, through the research of SC aviation development strategy, it strengthens the comprehensive understanding of the company's resource ability, and provides guidance and help for its career planning.
【學(xué)位授予單位】：山東大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2017
【分類號】：F562.6

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