【摘要】：中國快遞行業(yè)自1978年起經(jīng)歷了三十多年的發(fā)展，發(fā)生了翻天地覆的變化。從中國郵政的一枝獨秀，到國企、民企、外企三分天下。其中聯(lián)邦快遞作為外商獨資企業(yè)也參與到了國內(nèi)快遞市場的競爭中，聯(lián)邦快遞從創(chuàng)建至今共四十年的發(fā)展史，算不上歷史悠久，卻是第一家在十年內(nèi)營業(yè)收入突破十億美元大關(guān)的公司，成為四大國際快遞之一。2007年，聯(lián)邦快遞涉足中國國內(nèi)快遞業(yè)務，，發(fā)展幾經(jīng)挫折、先后經(jīng)歷數(shù)次大規(guī)模降價，與奧凱航空的分道揚鑣等都為聯(lián)邦快遞發(fā)展國內(nèi)業(yè)務增添了幾分神秘色彩。聯(lián)邦快遞啟動國內(nèi)業(yè)務初期，計劃虧損三年換取在中國市場的盈利。但因種種原因，至今仍虧損經(jīng)營，并且市場份額仍呈不斷下降的趨勢。如何扭轉(zhuǎn)當前困境，是聯(lián)邦快遞面臨的首要問題。聯(lián)邦快遞是中國開放快遞市場后外資企業(yè)進軍中國國內(nèi)快遞市場的先例，其成敗必將成為其他外資企業(yè)參考的樣板。 本文首先對競爭戰(zhàn)略等相關(guān)理論作了較為詳盡的回顧。為后續(xù)聯(lián)邦快遞的競爭戰(zhàn)略分析和研究打好了基礎(chǔ)和鋪墊。之后對國內(nèi)快遞業(yè)及聯(lián)邦快遞的運營現(xiàn)狀和存在問題進行了詳細的分析和研究，從而引出聯(lián)邦快遞如何在中國市場穩(wěn)步健康發(fā)展。在此基礎(chǔ)之上，結(jié)合宏觀因素和微觀因素，對聯(lián)邦快遞國內(nèi)業(yè)務的發(fā)展進行了全面論述。然后，在基于SWOT分析，分別提出其戰(zhàn)略愿景、目標、定位、功能以及戰(zhàn)略類型和戰(zhàn)略重點。最后，分別從服務網(wǎng)絡(luò)建設(shè)、本土化轉(zhuǎn)型、信息化優(yōu)勢以及政策環(huán)境的營造四個方面論述了聯(lián)邦快遞的發(fā)展戰(zhàn)略措施，為其實現(xiàn)戰(zhàn)略發(fā)展提供決策參考意見。 通過以上幾個方面的綜合分析及論述，本文得出的重要結(jié)論是，在相同的市場競爭環(huán)境下，依靠并充分發(fā)揮聯(lián)邦快遞自身的競爭優(yōu)勢，結(jié)合中國本土化經(jīng)營戰(zhàn)略是取得戰(zhàn)略性成功的重要措施。
[Abstract]:China's express delivery industry has experienced more than 30 years of development since 1978, and has undergone tremendous changes. From China Post's unique talent, to state-owned enterprises, private enterprises, foreign enterprises three parts of the world. Among them, FedEx, as a wholly foreign-owned enterprise, has also participated in the competition of the domestic express delivery market. FedEx's 40-year history of development from its inception to the present is not a long history. However, it was the first company to break the $1 billion mark in revenue in 10 years, and became one of the four major international couriers. In 2007, FedEx set foot in China's domestic express business, experienced several setbacks in its development, and experienced several large-scale price reductions several times. The separation with Okay Airlines has added a bit of mystery to FedEx's development of its domestic business. FedEx began its domestic operations at an initial loss of three years in exchange for profits in the Chinese market. However, due to a variety of reasons, so far still loss-making operations, and market share is still declining trend. How to reverse the current predicament, is the first problem FedEx faces. FedEx is a precedent for foreign-funded enterprises to enter China's domestic express delivery market after the opening of the express market, and its success or failure will certainly become a model for other foreign-funded enterprises to refer to. First of all, this paper makes a detailed review of the competitive strategy and other related theories. For the follow-up FedEx competitive strategy analysis and research laid the foundation and laying the groundwork. Then the domestic express delivery industry and FedEx operation status and existing problems are analyzed and studied in detail, so as to lead to the steady and healthy development of FedEx in the Chinese market. On this basis, combined with macro-factors and micro-factors, the development of FedEx domestic business is comprehensively discussed. Then, based on SWOT analysis, it puts forward its strategic vision, goal, positioning, function, strategic type and strategic focus respectively. Finally, this paper discusses the development strategy and measures of FedEx from four aspects: service network construction, localization transformation, information advantage and policy environment construction, and provides decision-making advice for its realization strategy development. Through the comprehensive analysis and discussion of the above aspects, the important conclusion of this paper is that under the same market competition environment, we should rely on and give full play to the competitive advantage of FedEx itself. Combining with China's localization management strategy is an important measure to achieve strategic success.
【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】：F272;F259.1

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