本文選題：東航　切入點(diǎn)：轉(zhuǎn)型　出處：《上海外國(guó)語大學(xué)》2014年碩士論文　論文類型：學(xué)位論文

【摘要】：東航——國(guó)內(nèi)三大航空集團(tuán)之一，經(jīng)歷了中國(guó)民航初創(chuàng)、調(diào)整、高速發(fā)展的整個(gè)過程。東航也逐漸從初期的飛行中隊(duì)成長(zhǎng)為擁有龐大機(jī)隊(duì)規(guī)模的國(guó)際性航空企業(yè)。進(jìn)入2013年，國(guó)際經(jīng)濟(jì)尚未復(fù)蘇，但國(guó)內(nèi)航空市場(chǎng)方興未艾。為突破原有經(jīng)營(yíng)模式對(duì)企業(yè)發(fā)展帶來的制約，東航選擇戰(zhàn)略轉(zhuǎn)型，謀求實(shí)現(xiàn)由單一承運(yùn)人向現(xiàn)代航空服務(wù)集成商的轉(zhuǎn)變。如何準(zhǔn)確定位東航在競(jìng)爭(zhēng)環(huán)境中所處的位置、進(jìn)而制定出有針對(duì)性的營(yíng)銷策略，是東航戰(zhàn)略轉(zhuǎn)型成功與否的關(guān)鍵，也是本文研究的主旨。 論文首先分析了中國(guó)民航業(yè)的發(fā)展概況、未來的市場(chǎng)空間和發(fā)展趨勢(shì)，，以及作為文章主體——東航的企業(yè)背景及現(xiàn)狀。同時(shí)闡述了在上述背景下所催生出的戰(zhàn)略轉(zhuǎn)型，以及轉(zhuǎn)型目標(biāo)的內(nèi)涵。 論文第三章中，通過引入美國(guó)管理學(xué)大師邁克爾-波特的五力模型，分析了東航在競(jìng)爭(zhēng)環(huán)境中目前面臨的五方面競(jìng)爭(zhēng)壓力。其中包含供應(yīng)商議價(jià)能力——主要體現(xiàn)為航油、機(jī)場(chǎng)使用等主要供應(yīng)商的議價(jià)空間；購(gòu)買者的議價(jià)能力——旅客對(duì)于航空公司票價(jià)的議價(jià)能力；潛在進(jìn)入者進(jìn)入民航市場(chǎng)的能力；替代品的替代能力——主要分析陸路尤其是高鐵動(dòng)車對(duì)東航的沖擊；行業(yè)內(nèi)競(jìng)爭(zhēng)者——包括國(guó)航、南航等國(guó)內(nèi)主要競(jìng)爭(zhēng)對(duì)手以及境外航空公司展現(xiàn)的競(jìng)爭(zhēng)能力。 在五力模型分析結(jié)果的基礎(chǔ)上，論文在第四章開始討論東航現(xiàn)行營(yíng)銷策略中存在的問題，其中包括產(chǎn)品設(shè)計(jì)單一、定價(jià)靠單純的價(jià)格競(jìng)爭(zhēng)手段、銷售渠道傳統(tǒng)落后，對(duì)銷售代理單位控制弱、品牌推廣方面僅依賴同質(zhì)化嚴(yán)重的常旅客計(jì)劃來維系與旅客的關(guān)系。為此，論文結(jié)合營(yíng)銷策略理論中市場(chǎng)細(xì)分、合理定價(jià)、產(chǎn)品開發(fā)、銷售渠道、市場(chǎng)推廣與公眾關(guān)系等五個(gè)維度，對(duì)東航在營(yíng)銷策略中存在的問題提出了具體的改進(jìn)方案，以推動(dòng)?xùn)|航的戰(zhàn)略轉(zhuǎn)型。
[Abstract]:China Eastern Airlines, one of the three major aviation groups in China, has experienced the whole process of China Civil Aviation starting up, adjusting and developing at a high speed. China Eastern Airlines has also gradually grown from an initial mid-flight team to an international aviation enterprise with a large fleet of aircraft. In 2013, The international economy has not yet recovered, but the domestic aviation market is in the ascendant. In order to break through the constraints brought by the original business model to the development of enterprises, China Eastern Airlines has chosen strategic transformation. In order to realize the transition from single carrier to modern aviation service integrator, how to accurately locate the position of China Eastern Airlines in the competitive environment and then formulate targeted marketing strategy is the key to the success of China Eastern Airlines' strategic transformation. It is also the gist of this paper. The paper first analyzes the general situation of the development of China's civil aviation industry, the future market space and development trend, as well as the enterprise background and present situation of China Eastern Airlines as the main body of the article. At the same time, it expounds the strategic transformation spawned under the above background. And the connotation of the transformation goal. In the third chapter, by introducing the five-force model of American management master Michael Porter, the paper analyzes the five aspects of competitive pressure facing China Eastern Airlines in the competitive environment, which includes supplier bargaining power, which is mainly embodied in aviation oil. Bargaining space for major suppliers such as airport use; bargaining power for purchasers-the bargaining power of passengers for airline fares; the ability of potential entrants to enter the civil aviation market; Substitution capacity of alternatives-mainly analyzes the impact of overland, especially high-speed trains, on China Eastern Airlines; competitors in the industry-including Air China, China Southern Airlines and other major domestic competitors, as well as the competitiveness shown by foreign airlines. On the basis of the analysis results of the five forces model, the paper begins to discuss the problems existing in the current marketing strategy of China Eastern Airlines in Chapter 4th, including the single product design, the pricing relying on the simple means of price competition, and the backward tradition of sales channels. The control of sales agency is weak, and brand promotion only depends on the homogenous frequent passenger plan to maintain the relationship with the passenger. Therefore, this paper combines the marketing strategy theory of market segmentation, reasonable pricing, product development, sales channels, In order to promote the strategic transformation of China Eastern Airlines, five dimensions of marketing promotion and public relations are put forward to improve the problems existing in the marketing strategy of China Eastern Airlines.
【學(xué)位授予單位】：上海外國(guó)語大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F274;F562.6

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