本文選題：順豐速運公司 + 發(fā)展戰(zhàn)略　； 參考：《湖南大學》2014年碩士論文

【摘要】：我國通過改革開放政策，經(jīng)濟得到了空前的發(fā)展，進入二十世紀九十年代后，經(jīng)濟發(fā)展水平到一定程度后，物流快遞服務(wù)產(chǎn)業(yè)也得到了春生與發(fā)展。國內(nèi)速遞市場在二十多年的高速發(fā)展的背景下，快遞企業(yè)從之前的小作坊經(jīng)營到現(xiàn)在已逐步成長了一批具有一定規(guī)模的大中型快遞企業(yè)。伴隨快遞產(chǎn)業(yè)周期的不斷變化，國內(nèi)快遞市場企業(yè)間的競爭不斷加劇的同時,國際四大快遞公司（UPS、DHL、FEDEX、TNT）等為代表國際企業(yè)也陸續(xù)進入國內(nèi)快遞市場。順豐公司經(jīng)過二十年的快速發(fā)展，目前已成為中國快遞行業(yè)民營企業(yè)的龍頭企業(yè)。順豐速運公司正處在激烈多變的競爭環(huán)境中，企業(yè)如何在日益變化的競爭環(huán)中境長期生存與發(fā)展是公司當前面臨的課題。本文運用了戰(zhàn)略管理理論、PEST/SWOT等方法和工具，對順豐速運公司發(fā)展戰(zhàn)略進行了研究。 本文首先運用PEST分析法，，通過對宏觀、行業(yè)等外部環(huán)境方面的分析，再對順豐速運公司關(guān)鍵內(nèi)部環(huán)境因素、內(nèi)部具備的資源和能力等內(nèi)部環(huán)境進行了分析；在內(nèi)外部環(huán)境分析的基礎(chǔ)上，順豐速運公司能較好的認識到自身所面臨的機會與威脅、優(yōu)勢與劣勢�；陧権S公司面臨的機會與威脅，具備的優(yōu)勢與存在的劣勢，運用SWOT進行了匹配，通過四種戰(zhàn)略的分析、比對、研究，最終企業(yè)選擇了發(fā)展戰(zhàn)略。構(gòu)建的發(fā)展戰(zhàn)略包括公司層戰(zhàn)略、經(jīng)營層戰(zhàn)略和職能層戰(zhàn)略。公司層戰(zhàn)略為密集成長戰(zhàn)略、一體化戰(zhàn)略、多元化戰(zhàn)略、國際經(jīng)營戰(zhàn)略等，經(jīng)營層戰(zhàn)略為差異化戰(zhàn)略、總體成本領(lǐng)先戰(zhàn)略、聚焦戰(zhàn)略等戰(zhàn)略綜合運用，為順豐速運公司的發(fā)展明確了方向。在總體方向與策略的基礎(chǔ)上，制定出順豐速運公司中、長期發(fā)展目標；對發(fā)展戰(zhàn)略的實施步驟及重點進行較詳細闡述。通過組織結(jié)構(gòu)的調(diào)整，戰(zhàn)略目標分解和行動方案的落實，戰(zhàn)略實施的資源配置及戰(zhàn)略實施的管理匹配等方面進行深入的敘述，同時還對戰(zhàn)略實施中存在主要困難和阻力提出了相應(yīng)的解決方案，從而確保戰(zhàn)略順利實施。 通過本文研究，對目前國內(nèi)快遞市場企業(yè)間競爭格局和快遞企業(yè)的中、長期發(fā)展方向提供一些參考建議。
[Abstract]:Through the reform and opening policy, the economy of our country has been unprecedented development. After entering the 1990s, the level of economic development to a certain extent, the logistics express service industry has also been spring and development. With the rapid development of the domestic express delivery market for more than 20 years, express delivery enterprises have gradually grown up a number of large and medium-sized express delivery enterprises with a certain scale from the previous small workshop operation to now. With the constant change of express delivery industry cycle, the competition between domestic express delivery market enterprises is becoming more and more intense, while four international express delivery companies such as UPS DHLL / FEDEX TNT, etc., are also entering the domestic express market one after another. After 20 years of rapid development, Shunfeng has become a leading private enterprise in express delivery industry in China. Shunfeng express transportation company is in the fierce and changeable competitive environment. How to survive and develop in the changing competition environment for a long time is the subject that the company is facing at present. In this paper, the development strategy of Shunfeng Speedway Company is studied by using the strategic management theory (pest / SWOT) and other methods and tools. This paper first uses PEST analysis, through the macro, industry and other external environment analysis, and then analyzes the key internal environment factors, internal resources and capabilities of Shunfeng express transportation company. On the basis of internal and external environment analysis, Shunfeng Express Company can better realize the opportunities and threats, strengths and weaknesses faced by itself. Based on the opportunities and threats, advantages and disadvantages of Shunfeng Company, this paper uses SWOT to match, and through the analysis, comparison and research of four strategies, the enterprise finally chooses the development strategy. The development strategy includes corporate strategy, management strategy and functional strategy. The company level strategy is intensive growth strategy, integration strategy, diversification strategy, international management strategy, etc., the management level strategy is differentiation strategy, overall cost leading strategy, focusing strategy and so on. For the Shunfeng express transportation company's development has defined the direction. On the basis of the overall direction and strategy, the long-term development goals of Shunfeng express transportation company are worked out, and the implementation steps and emphases of the development strategy are described in detail. Through the adjustment of the organizational structure, the decomposition of the strategic objectives and the implementation of the action plan, the allocation of resources for the implementation of the strategy and the matching of the management of the implementation of the strategy are described in depth. At the same time, the paper puts forward the corresponding solutions to the main difficulties and resistance in the implementation of the strategy, so as to ensure the smooth implementation of the strategy. Through the research of this paper, it provides some reference suggestions on the competition pattern among enterprises in domestic express market and the medium and long term development direction of express delivery enterprises.
【學位授予單位】：湖南大學
【學位級別】：碩士
【學位授予年份】：2014
【分類號】：F259.23;F272

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本文編號：1846405