【摘要】：上海地處長江三角洲前沿,也是中國經(jīng)濟、金融、貿(mào)易的前沿,航空市場具有旺盛的需求。根據(jù)權(quán)威機構(gòu)預(yù)測,至2015年上海兩場飛機起降量將達到86.2萬架次、旅客吞吐量將達到1億人次,上海航空旅客運輸市場具有巨大的發(fā)展?jié)摿�。在“大蛋糕”面�?國內(nèi)外航空公司紛紛涌入上海市場,搶占市場份額�；睾娇展局袊鴸|方航空(以下簡稱：東航)借著上海世博會的契機快速整合東上航,市場份額進一步加大,基地航空公司的優(yōu)勢凸顯。中國國際航空(以下簡稱“國航”)早在2008年就成立上海分公司,作為構(gòu)建國航華東區(qū)域的“市場中心、運行中心、服務(wù)中心和保障中心”戰(zhàn)略中的重要舉措。在民營資本允許進入航空業(yè)的背景下,春秋航空、吉祥航空等以上海為主運營基地的民營航空公司紛紛涌現(xiàn),外資航空公司也加大上海運力的投放�？梢哉f,上海的市場面臨著前所未有的激烈競爭。在這種背景下,中國南方航空(以下簡稱“南航”)因政策的限制使得南航成立上海分公司的愿望未能如愿以償,一直以基地的形式參與競爭市場的競爭。為此,南航應(yīng)該采取什么樣的競爭策略才能在未來的競爭中占有一席之地呢?筆者結(jié)合自身多年的營銷工作經(jīng)驗和理論知識,力圖能為實踐工作中提供一定有益的探索和幫助。文章在背景介紹和基本理論工具介紹基礎(chǔ)上,通過翻閱大量的文獻資料,收集整理大量的基礎(chǔ)數(shù)據(jù),借助理論分析工具等手段,對南航上�；噩F(xiàn)狀和上海地區(qū)的客運市場分別進行了深入的分析。借助戰(zhàn)略管理中的波特五力模型和SWOT分析法,通過競爭環(huán)境和行業(yè)結(jié)構(gòu)分析,了解南航上�；刈陨硭媾R的五種競爭力量的情況和所處的環(huán)境競爭位置,為下一步提出有針對性的競爭行動和增強自身競爭力的思路打下基礎(chǔ)。然后,文章結(jié)合前面的分析,提出南航上海基地所采取的策略是市場開發(fā)策略、渠道開發(fā)策略、產(chǎn)品策略和品牌策略等四個基本策略。筆者在市場開發(fā)策略中,重點研究了華東區(qū)域一體化、發(fā)展網(wǎng)絡(luò)運輸和重點客戶群選擇；在渠道開發(fā)策略中,重點對主要銷售渠道進行分析和提出重點要發(fā)展直銷渠道；在產(chǎn)品策略中,重點分析了以中轉(zhuǎn)產(chǎn)品為突破口強化產(chǎn)品設(shè)計,闡述了產(chǎn)品開發(fā)和推廣策略；在品牌策略中,重點論證了品牌的重要性,進而提出南航品牌的發(fā)展的思路和路徑。
[Abstract]:Shanghai is located in the front line of the Yangtze River Delta, is also the frontier of China's economy, finance and trade, aviation market has strong demand. According to the forecast of authoritative organizations, the number of take-offs and landings will reach 862000 by 2015, and the passenger throughput will reach 100m. The Shanghai air passenger transport market has great development potential. In front of "big cake", domestic and foreign airlines pour into Shanghai market one after another to seize market share. Base Airlines China Eastern Airlines (hereinafter referred to as China Eastern Airlines) to take advantage of the opportunity of the Shanghai World Expo to quickly integrate East Shanghai Airlines, market share further increased, the base airline's advantages highlight. Air China (hereinafter referred to as "Air China") established Shanghai Branch as early as 2008 as an important measure in the strategy of "Market Center, Operation Center, Service Center and guarantee Center" in East China region of Air China. Under the background of allowing private capital to enter the aviation industry, private airlines, such as Chunqiu Airlines and auspicious Airlines, which mainly operate in Shanghai, have emerged one after another, and foreign airlines have also increased their Shanghai capacity. It can be said that the Shanghai market is facing unprecedented fierce competition. In this context, China Southern Airlines (hereinafter referred to as "China Southern Airlines") due to policy restrictions, China Southern Airlines Shanghai branch of the desire failed to fulfill their wishes, has been taking part in the form of base competition in the market competition. For this reason, what kind of competitive strategy should China Southern Airlines adopt in order to have a place in the future competition? Combining with my years of experience and theoretical knowledge in marketing, the author tries to provide some beneficial exploration and help for practical work. Based on the background introduction and the introduction of basic theoretical tools, the article collects and collates a large number of basic data by reading a large number of literature materials, and by means of theoretical analysis tools, etc. The present situation of Shanghai base and the passenger transport market in Shanghai are analyzed. With the help of Porter's five-force model and SWOT analysis in strategic management, through the analysis of competitive environment and industry structure, we can understand the situation of five kinds of competitive forces and the position of environmental competition in Shanghai Base of China Southern Airlines. For the next step to put forward targeted competition action and enhance their own competitive ideas lay the foundation. Then, combined with the previous analysis, the paper puts forward four basic strategies: market development strategy, channel development strategy, product strategy and brand strategy. In the strategy of market development, the author focuses on the regional integration of East China, the development of network transportation and the selection of key customer groups, and in the channel development strategy, the author focuses on the analysis of the main sales channels and puts forward the emphasis on developing direct marketing channels. In the product strategy, the emphasis is put on strengthening the product design with the transit product as the breakthrough point, and the product development and promotion strategy is expounded, and in the brand strategy, the importance of the brand is demonstrated. And then put forward the development of China Southern Airlines brand thinking and path.
【學(xué)位授予單位】：復(fù)旦大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F271;F562.6

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