發(fā)布時(shí)間：2017-09-07 09:44

  本文關(guān)鍵詞：南航平臺商業(yè)模式轉(zhuǎn)型研究

  更多相關(guān)文章： 南方航空 商業(yè)模式 平臺商業(yè)模式 戰(zhàn)略轉(zhuǎn)型

【摘要】：中國南方航空股份有限公司近年來逐漸暴露出應(yīng)對互聯(lián)網(wǎng)經(jīng)濟(jì)的舉措不多,經(jīng)營品質(zhì)下滑,發(fā)展速度落后于行業(yè)平均水平,價(jià)值鏈優(yōu)化和產(chǎn)業(yè)鏈布局調(diào)整不力,疲于應(yīng)對行業(yè)競爭,防范行業(yè)周期性波動(dòng)風(fēng)險(xiǎn)的措施有限,抵御經(jīng)營風(fēng)險(xiǎn)的基礎(chǔ)薄弱以及管理粗放等一系列問題。本文系統(tǒng)回顧了商業(yè)模式、平臺商業(yè)模式、航空運(yùn)輸企業(yè)傳統(tǒng)商業(yè)模式等理論。通過分析南航的商業(yè)模式,分析企業(yè)面臨的內(nèi)外部經(jīng)營環(huán)境,自身優(yōu)劣勢等,梳理出一些亟待改進(jìn)的問題。創(chuàng)造性地提出南航應(yīng)盡快依托航空運(yùn)輸主業(yè)平臺,搭建航空運(yùn)輸平臺生態(tài)圈的觀點(diǎn)。提出把南航從一個(gè)傳統(tǒng)的網(wǎng)絡(luò)型航空公司轉(zhuǎn)型為一家O2O模式的商旅綜合服務(wù)及時(shí)尚、健康生活方式的引領(lǐng)者和產(chǎn)品零售平臺企業(yè)的新一輪戰(zhàn)略轉(zhuǎn)型建議。依托航空運(yùn)輸主業(yè)平臺,整合重建南航網(wǎng)上明珠商城,打通價(jià)值鏈,完善產(chǎn)業(yè)布局,提升直銷份額,為利益相關(guān)者打造互利共贏得平臺生態(tài)圈,培育新的利潤增長點(diǎn)。通過主導(dǎo)建立平臺生態(tài)圈的運(yùn)行規(guī)則,互動(dòng)機(jī)制等頂層設(shè)計(jì)架構(gòu),實(shí)現(xiàn)對平臺生態(tài)圈的主導(dǎo),贏得對未來競爭的絕對主動(dòng)權(quán),實(shí)現(xiàn)超越競爭、把南航發(fā)展推向新高度的戰(zhàn)略目標(biāo)。
【關(guān)鍵詞】：南方航空 商業(yè)模式 平臺商業(yè)模式 戰(zhàn)略轉(zhuǎn)型
【學(xué)位授予單位】：廣東外語外貿(mào)大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2016
【分類號】：F562
【目錄】：

• ACKNOWLEDGEMENTS4-5
• ABSTRACT5-6
• 摘要6-15
• Chapter 1 Introduction15-22
• 1.1 Research Background16-17
• 1.2 Research Significance17-18
• 1.3 Research Objective18
• 1.4 Research Methods18-19
• 1.4.1 Documentary Analysis18-19
• 1.4.2 Investigation and Study19
• 1.4.3 Case Study19
• 1.4.4 Method of Comparative Analysis19
• 1.5 Research Technological Route19-20
• 1.6 Main Framework of the Research20-21
• 1.7 Innovation and Deficiency21-22
• Chapter 2 Literature Overview22-30
• 2.1 Literature Review22-28
• 2.1.1 Business Model22-24
• 2.1.2 Platform Business Model24-25
• 2.1.3 Business Models of Air Transportation Enterprises25-26
• 2.1.4 Strategies26-28
• 2.1.4.1 Enterprise Strategy Perspective of the Design School26
• 2.1.4.2 Enterprise Strategy Perspective of the Positioning School26-27
• 2.1.4.3 Strategic Turning Point Theory27
• 2.1.4.4 Ultra-Competition Theory27-28
• 2.2 Literature Comments28-30
• Chapter 3 Background Research of Business Model Transformation of ChinaSouthern Airlines30-45
• 3.1 Profile of China Southern Airlines30-31
• 3.2 Analysis of China Southern Airlines’ Current Business Model31-38
• 3.2.1 Enterprise Positioning31-32
• 3.2.2 Key Resources Management Capabilities32-33
• 3.2.3 Business System33-35
• 3.2.4 Cash Flow Structure35-36
• 3.2.5 Profit Model36-37
• 3.2.6 Enterprise Value37
• 3.2.7 Conclusion37-38
• 3.3 Problems and Risks of the Current Business Model38-45
• 3.3.1 Serious Homogeneous Business Models with its Main Rivals39
• 3.3.2 Lagged Behind Construction of the E-business Platforms39-41
• 3.3.3 Insufficient Resource Integration Capabilities41-42
• 3.3.4 Imbalanced Industrial Structure42-43
• 3.3.5 The Relevant Resources of the Value Chain Still Have Not FormedMulti-win Mechanism43-45
• Chapter 4 Environment Analysis of China Southern Airlines Business ModelTransformation45-53
• 4.1 External Environment45-48
• 4.1.1 Development Opportunities45-46
• 4.1.2 Challenges46-48
• 4.2 Internal Environment48-50
• 4.2.1 Competitive Advantages48-49
• 4.2.2 Disadvantages49-50
• 4.3 Platform Business Model is the Best Choice for China Southern AirlinesBusiness Model Transformation50-53
• Chapter 5 Implications for the Transformation of China Southern Airlines’ PlatformBusiness Model53-58
• 5.1 Differentiated Business Model Design53-54
• 5.2 O2O Business Model for Transforming Traditional Industries54
• 5.3 Resource Aggregation with Platform Model54-55
• 5.4 Diversify Development Based on Platforms55-56
• 5.5 Win the Initiative with Platform Model56-58
• Chapter 6 Policy Suggestions on Transforming China Southern Airlines’ PlatformBusiness Model58-66
• 6.1 Build Differentiated Platform Business Model58-59
• 6.2 Vigorously Implement“Internet Plus”59-61
• 6.3 Improve the Capacity of Utilizing Key Resource61-63
• 6.4 Improve the Industrial Distribution63-64
• 6.5 Build Interactive Multi-win Mechanism in Platform Ecosystem64-66
• Conclusions66-67
• REFERENCE67-69

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1 周鋼志;南航平臺商業(yè)模式轉(zhuǎn)型研究[D];廣東外語外貿(mào)大學(xué);2016年

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