本文選題：深航 + 旅客運(yùn)輸��； 參考：《蘭州大學(xué)》2017年碩士論文

【摘要】：進(jìn)入21世紀(jì)以來,隨著我國正式加入世界貿(mào)易組織,大大促進(jìn)了我國經(jīng)濟(jì)全球化的步伐,我國面向全球一體化開展的深度對(duì)外開放政策,給國內(nèi)企業(yè)帶來了諸多做大做強(qiáng)的機(jī)遇和挑戰(zhàn)。然而,對(duì)于國內(nèi)民航企業(yè)而言,經(jīng)濟(jì)全球化卻讓仍處于半壟斷環(huán)境下的國內(nèi)民航業(yè),面臨前所未有的嚴(yán)峻挑戰(zhàn)。面對(duì)全球化的大勢(shì)所趨,國內(nèi)民航企業(yè)唯有積極應(yīng)對(duì),主動(dòng)調(diào)整戰(zhàn)略理念和經(jīng)營思路,正確面對(duì)和積極參與國際競爭與合作,在新的形勢(shì)下取得發(fā)展先機(jī)。面對(duì)全球化挑戰(zhàn)的同時(shí),國家又大力發(fā)展高鐵等地面快速交通網(wǎng)絡(luò),國內(nèi)大交通的綜合配套協(xié)調(diào)發(fā)展,進(jìn)一步削弱了民航客運(yùn)對(duì)比路路交通存在的傳統(tǒng)優(yōu)勢(shì)。在全球市場下,面對(duì)業(yè)內(nèi)外激烈的動(dòng)態(tài)競爭和嚴(yán)峻挑戰(zhàn),國內(nèi)民航企業(yè)必須從戰(zhàn)略高度,面向企業(yè)經(jīng)營的市場全局,重新剖析和制定企業(yè)未來的發(fā)展方向和具體實(shí)施方案。深圳航空有限責(zé)任公司(以下簡稱“深航”)作為國內(nèi)第五大航空公司,曾經(jīng)以優(yōu)質(zhì)的服務(wù)和較好的盈利能力贏得旅客和業(yè)界的普遍認(rèn)可。面對(duì)新的競爭形勢(shì)和挑戰(zhàn),深航的發(fā)展思路必須勇于突破,與時(shí)俱進(jìn),如何科學(xué)的制定一套即適應(yīng)公司發(fā)展現(xiàn)狀,又符合宏觀形勢(shì)發(fā)展要求,而且行之有效的戰(zhàn)略方案,將是深航贏得顧客認(rèn)可,確立行業(yè)地位的關(guān)鍵。本文嘗試使用科學(xué)的企業(yè)戰(zhàn)略管理理念,通過運(yùn)用戰(zhàn)略管理研究的有效方法和工具,對(duì)深航的宏觀環(huán)境、經(jīng)營現(xiàn)狀和資源能力等諸多方面進(jìn)行深度分析,明確深航運(yùn)營的優(yōu)勢(shì)、劣勢(shì),以及未來發(fā)展需要面對(duì)的機(jī)會(huì)和風(fēng)險(xiǎn)。通過精準(zhǔn)的戰(zhàn)略分析研究,為深航發(fā)展進(jìn)行準(zhǔn)確定位,圍繞增強(qiáng)服務(wù)核心能力,創(chuàng)建服務(wù)競爭優(yōu)勢(shì)的目標(biāo),制定切實(shí)可行的服務(wù)戰(zhàn)略。戰(zhàn)略思路的實(shí)施既要能夠應(yīng)對(duì)和努力超越現(xiàn)有競爭者,又能實(shí)現(xiàn)可持續(xù)的差異化發(fā)展定位。本文還針對(duì)服務(wù)戰(zhàn)略方案的實(shí)施提出風(fēng)險(xiǎn)管控手段和應(yīng)對(duì)措施。為深航服務(wù)戰(zhàn)略定位和戰(zhàn)略實(shí)施、管控,提供了一整套可供借鑒的解決方案。
[Abstract]:Since the beginning of the 21st century, with China's formal entry into the World Trade Organization (WTO), it has greatly promoted the pace of economic globalization in China. To domestic enterprises brought a lot of opportunities and challenges to become bigger and stronger. However, for domestic civil aviation enterprises, economic globalization has made the domestic civil aviation industry, which is still in the semi-monopoly environment, facing unprecedented severe challenges. In the face of the trend of globalization, domestic civil aviation enterprises can only actively respond, actively adjust the strategic concept and management ideas, correctly face and actively participate in international competition and cooperation, and obtain the first opportunity for development under the new situation. In the face of the challenge of globalization, the country has made great efforts to develop high-speed rail and other ground rapid transit networks, and the comprehensive and coordinated development of domestic large traffic has further weakened the traditional advantages of civil aviation passenger transport compared with road traffic. In the global market, facing the fierce dynamic competition and severe challenge inside and outside the industry, the domestic civil aviation enterprises must re-analyze and formulate the future development direction and concrete implementation plan of the enterprises from the strategic height, facing the market overall situation of the enterprise management. Shenzhen Airlines Co., Ltd. (hereinafter referred to as Shenzhen Airlines), as the fifth largest airline in China, has won the general recognition of passengers and industry with excellent service and better profitability. In the face of the new competitive situation and challenge, Shenzhen Airlines must have the courage to break through, keep pace with the times, how to scientifically formulate a set of strategic plans that are suitable for the development of the company and meet the requirements of the development of the macro situation, and which are effective and effective. Will be Shenzhen Airlines to win customer recognition, the establishment of the key industry position. This article tries to use the scientific enterprise strategic management idea, through the use of the effective method and the tool of the strategic management research, carries on the deep analysis to the Shenzhen Airlines macroscopic environment, the management present situation and the resources ability and so on, clarifies the Shenzhen Airlines operation superiority. Disadvantages, as well as future development needs to face opportunities and risks. Through accurate strategic analysis and research, the development of Shenzhen Airlines is positioned accurately, and a feasible service strategy is formulated around the goal of strengthening the core competence of service and establishing the competitive advantage of service. The implementation of strategic thinking can not only cope with and strive to surpass the existing competitors, but also realize the sustainable differentiation development orientation. This paper also puts forward the risk control measures and countermeasures for the implementation of the service strategy. For Shenzhen Airlines strategic positioning and strategy implementation, control, to provide a set of solutions for reference.
【學(xué)位授予單位】：蘭州大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F562.6;F272

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