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

【摘要】：我國(guó)通過改革開放政策，經(jīng)濟(jì)得到了空前的發(fā)展，進(jìn)入二十世紀(jì)九十年代后，經(jīng)濟(jì)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(guó)內(nèi)速遞市場(chǎng)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(yíng)到現(xiàn)在已逐步成長(zhǎng)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(guó)內(nèi)快遞市場(chǎng)企業(yè)間的競(jìng)爭(zhēng)不斷加劇的同時(shí),國(guó)際四大快遞公司（UPS、DHL、FEDEX、TNT）等為代表國(guó)際企業(yè)也陸續(xù)進(jìn)入國(guó)內(nèi)快遞市場(chǎng)。順豐公司經(jīng)過二十年的快速發(fā)展，目前已成為中國(guó)快遞行業(yè)民營(yíng)企業(yè)的龍頭企業(yè)。順豐速運(yùn)公司正處在激烈多變的競(jìng)爭(zhēng)環(huán)境中，企業(yè)如何在日益變化的競(jìng)爭(zhēng)環(huán)中境長(zhǎng)期生存與發(fā)展是公司當(dāng)前面臨的課題。本文運(yùn)用了戰(zhàn)略管理理論、PEST/SWOT等方法和工具，對(duì)順豐速運(yùn)公司發(fā)展戰(zhàn)略進(jìn)行了研究。 本文首先運(yùn)用PEST分析法，，通過對(duì)宏觀、行業(yè)等外部環(huán)境方面的分析，再對(duì)順豐速運(yùn)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(jìn)行了分析；在內(nèi)外部環(huán)境分析的基礎(chǔ)上，順豐速運(yùn)公司能較好的認(rèn)識(shí)到自身所面臨的機(jī)會(huì)與威脅、優(yōu)勢(shì)與劣勢(shì)�；陧権S公司面臨的機(jī)會(huì)與威脅，具備的優(yōu)勢(shì)與存在的劣勢(shì)，運(yùn)用SWOT進(jìn)行了匹配，通過四種戰(zhàn)略的分析、比對(duì)、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(yíng)層戰(zhàn)略和職能層戰(zhàn)略。公司層戰(zhàn)略為密集成長(zhǎng)戰(zhàn)略、一體化戰(zhàn)略、多元化戰(zhàn)略、國(guó)際經(jīng)營(yíng)戰(zhàn)略等，經(jīng)營(yíng)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(yùn)用，為順豐速運(yùn)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(yùn)公司中、長(zhǎng)期發(fā)展目標(biāo)；對(duì)發(fā)展戰(zhàn)略的實(shí)施步驟及重點(diǎn)進(jìn)行較詳細(xì)闡述。通過組織結(jié)構(gòu)的調(diào)整，戰(zhàn)略目標(biāo)分解和行動(dòng)方案的落實(shí)，戰(zhàn)略實(shí)施的資源配置及戰(zhàn)略實(shí)施的管理匹配等方面進(jìn)行深入的敘述，同時(shí)還對(duì)戰(zhàn)略實(shí)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(shí)施。 通過本文研究，對(duì)目前國(guó)內(nèi)快遞市場(chǎng)企業(yè)間競(jìng)爭(zhēng)格局和快遞企業(yè)的中、長(zhǎng)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(xué)位授予單位】：湖南大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F259.23;F272

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