【摘要】：2007年8月美國(guó)次貸危機(jī)全面爆發(fā),隨之而來引發(fā)全球性金融危機(jī)。一波未平,一波又起,2011年下半年起,因歐洲主權(quán)債務(wù)問題持續(xù)惡化,并逐漸蔓延至其他國(guó)家,導(dǎo)致新一輪經(jīng)濟(jì)危機(jī),使中國(guó)等世界主要貿(mào)易國(guó)進(jìn)出口貿(mào)易量急劇下降,全球海運(yùn)、空運(yùn)業(yè)大蕭條,給貨運(yùn)代理企業(yè)帶來了挑戰(zhàn)。 JAS公司總部設(shè)立于意大利,是一家主要從事國(guó)際海、空運(yùn)輸及國(guó)際多式聯(lián)運(yùn)服務(wù)的貨運(yùn)代理公司�？茖W(xué)的競(jìng)爭(zhēng)戰(zhàn)略有助于JAS公司根據(jù)內(nèi)外部環(huán)境和自身優(yōu)劣勢(shì)組織經(jīng)營(yíng)活動(dòng),確保資源的合理配置,規(guī)避風(fēng)險(xiǎn)以及,增強(qiáng)企業(yè)的競(jìng)爭(zhēng)力。 本文采用案例研究方法,在運(yùn)用PEST分析模型對(duì)JAS公司面臨的政治環(huán)境、經(jīng)濟(jì)環(huán)境、社會(huì)環(huán)境和科技環(huán)境進(jìn)行分析的基礎(chǔ)上；采用五力模型對(duì)JAS公司所處的貨運(yùn)代理行業(yè)進(jìn)行了較為系統(tǒng)的分析。分析發(fā)現(xiàn)：船運(yùn)與航運(yùn)潛在競(jìng)爭(zhēng)對(duì)手進(jìn)入貨運(yùn)代理行業(yè)的威脅較大；從事貨運(yùn)代理的公司眾多,現(xiàn)有對(duì)手間的競(jìng)爭(zhēng)較強(qiáng)；貨運(yùn)代理行業(yè)暫時(shí)無法取代,替代產(chǎn)品的威脅較低；貨運(yùn)代理公司間激烈的競(jìng)爭(zhēng),使買方的議價(jià)能力增強(qiáng)；供應(yīng)商可替代性較強(qiáng),但議價(jià)能力較弱。運(yùn)用SWOT矩陣明確了JAS公司面臨的機(jī)會(huì)和威脅,以及自身的優(yōu)勢(shì)和劣勢(shì),確定了JAS公司的競(jìng)爭(zhēng)戰(zhàn)略及其實(shí)施保障。 本文研究發(fā)現(xiàn),盡管經(jīng)濟(jì)危機(jī)使國(guó)際貨物貿(mào)易增長(zhǎng)緩慢,甚至出現(xiàn)了衰退,但JAS公司在貨運(yùn)代理市場(chǎng)中仍有自己的生存發(fā)展空間,應(yīng)當(dāng)充分發(fā)揮優(yōu)勢(shì),揚(yáng)長(zhǎng)避短,制定有針對(duì)性的競(jìng)爭(zhēng)戰(zhàn)略。在對(duì)低成本、差異化以及目標(biāo)集聚三種競(jìng)爭(zhēng)戰(zhàn)略進(jìn)行分析的基礎(chǔ)上,本文認(rèn)為JAS公司應(yīng)采用目標(biāo)集聚戰(zhàn)略,可以通過發(fā)展上下游產(chǎn)業(yè),提供增值服務(wù)；加強(qiáng)對(duì)運(yùn)費(fèi)預(yù)付客戶的開發(fā)；開展拼箱業(yè)務(wù)；發(fā)揮自身優(yōu)勢(shì),進(jìn)一步拓展地中海國(guó)家業(yè)務(wù)等方式實(shí)施。為了保障目標(biāo)集聚的實(shí)施,應(yīng)加強(qiáng)對(duì)上下游行業(yè)的控制,加強(qiáng)與海外分公司的聯(lián)系；完善激勵(lì),優(yōu)化銷售隊(duì)伍；與國(guó)內(nèi)拼箱企業(yè)建立戰(zhàn)略合作伙伴關(guān)系；突出自身優(yōu)勢(shì),針對(duì)目標(biāo)市場(chǎng)。
[Abstract]:In August 2007, the subprime mortgage crisis broke out in the United States, followed by a global financial crisis. Since the second half of 2011, due to the continued deterioration of the European sovereign debt problem and its gradual spread to other countries, this has led to a new round of economic crisis, which has led to a sharp decline in the volume of import and export trade between China and other major trading countries in the world. The Great Depression in the global shipping and air transport industries has brought challenges to freight forwarders. JAS, headquartered in Italy, is a freight forwarder specializing in international sea, air and international multimodal transport services. The scientific competitive strategy is helpful for JAS to organize its business activities according to the internal and external environment and its own advantages and disadvantages, to ensure the rational allocation of resources, to avoid risks and to enhance the competitiveness of enterprises. In this paper, the case study method is used to analyze the political environment, economic environment, social environment and scientific and technological environment faced by JAS company by using PEST analysis model. The five-force model is used to analyze the freight forwarder industry of JAS Company. It is found that the potential competitors of shipping and shipping have a great threat of entering the freight forwarding industry; there are many companies engaged in freight forwarders and the competition among existing competitors is strong; the freight forwarding industry can not be replaced for the time being, and the threat of substitute products is low. The fierce competition among freight forwarders strengthens the buyer's bargaining power; the supplier is more substitutable, but the bargaining power is weak. The opportunity and threat faced by JAS company and its own advantages and disadvantages are defined by using SWOT matrix, and the competitive strategy and its implementation guarantee of JAS company are determined. This paper finds that although the economic crisis has caused the slow growth of international trade in goods and even a recession, JAS still has its own room for survival and development in the freight forwarder market, so it should give full play to its advantages and make full use of its strengths and circumvent its weaknesses. Develop a targeted competitive strategy. Based on the analysis of three competitive strategies of low cost, differentiation and target agglomeration, this paper holds that JAS company should adopt target agglomeration strategy, which can provide value-added services through the development of upstream and downstream industries. To strengthen the development of freight prepaid customers; to develop the LCL business; to give play to their own advantages; to further expand the Mediterranean countries business. In order to ensure the implementation of target agglomeration, we should strengthen the control of upstream and downstream industries, strengthen the contact with overseas branch companies, perfect incentives, optimize the sales force, establish strategic partnership with domestic LCL enterprises. Highlight oneself advantage, aim at target market.
【學(xué)位授予單位】：山東大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F511.41;F272

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