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论文编号：	12116
作者编号：	2320180731
上传时间：	2020/12/12 9:02:35
中文题目：	天津航空公司客运业务竞争战略研究
英文题目：	Research on the Competitive Strategy of Tianjin Airlines'' Air Passenger Transport Business
指导老师：	薛红志
中文关键字：	战略管理；竞争战略；价值链；天津航空
英文关键字：	Strategic management; Competitive strategy; Value chain; Tianjin airlines
中文摘要：	改革开放以来，伴随着我国经济社会的持续健康快速发展，各行各业的竞争日益呈现白热化。为了争夺有限的市场，各个行业不断推陈出新，通过各种方式创新产品和服务，以吸引更多消费群体。但是随之而来的便是产品和服务的同质化越来越严重。以民航业为例,当前各航空公司客运业务普遍存在产品和服务的同质性、目标客户的同质性、市场营销手段的同质性。随着航空客运业务的不断发展，这种同质性呈现愈演愈烈的形式。这种情况下,如何在激烈的市场竞争中取得竞争优势，占领更多市场份额，成为摆在各大航空公司面前的重大问题。越来越多的航空公司，特别是中型航空公司面对如此激烈的市场竞争以及自身的发展现状，迫切希望通过竞争战略的改变，实现公司的快速转型，进而获取竞争优势，立于不败之地。但是航空公司竞争战略的改变与实施，需要对竞争战略的内涵具有深刻的理解和把握，不然不仅不会达到预期目标，反而还会起到相反的效果，影响公司的发展。因此,研究民航企业客运业竞争战略及其实现路径,对于航空公司乃至整个民航业的长久发展具有极为重要的意义。 在这个大背景下，论文将结合战略管理中关于战略理论、公司战略、竞争战略等理论工具，以中国民航产业中极具代表性的天津本土航空企业天津航空公司为研究对象，在对国内外宏观经济形势、航空产业现状以及天津航空公司的内部资源、能力状况等因素进行深入研究的基础上，得出天津航空公司客运业务现阶段发展的内部优势和劣势以及所面临的外部机遇和挑战，并通过与竞品航空公司对比，对天津航空公司的航空客运业务竞争战略进行全面评估与选择。 经过对比分析，论文重新明确了天津航空公司的战略目标，在此基础上提出低成本竞争战略将成为天津航空公司航空客运业务最合适的竞争战略的结论，并进一步明确了天津航空“长航线?低成本”的经营策略。随后，论文探讨了航空产业价值链各个环节的主要成本驱动因素以及低成本转型的关键活动调整方法，对天津航空公司航空客运业务低成本竞争战略的实施提出了规划和建议。希望论文不仅能对天津航空的发展具有积极意义，也能够对国内中型航空公司战略转型过程中的发展环境分析以及竞争战略制定起到一定的参考作用。
英文摘要：	Since the reform and opening up, with the sustained, healthy and rapid development of China's economy and society, the competition of all walks of life is becoming increasingly fierce. In order to compete for the limited market, various industries continue to innovate products and services through various ways to attract more consumer groups. However, the homogenization of products and services is becoming more and more serious. Taking the civil aviation industry as an example, the homogeneity of products and services, the homogeneity of target customers and the homogeneity of marketing methods are common in the passenger transport business of airlines. With the continuous development of air passenger transport business, this homogeneity is becoming more and more intense. In this case, how to gain competitive advantage in the fierce market competition and occupy more market share has become a major problem for the major airlines. More and more airlines, especially medium-sized airlines, are facing such fierce market competition and their own development status. They are eager to realize the rapid transformation of the company through the change of the competitive strategy, so as to obtain competitive advantages and remain invincible. However, the change and implementation of the competitive strategy of airlines requires a deep understanding and grasp of the connotation of the competitive strategy, otherwise, it will not achieve the expected goal, but will have the opposite effect, affecting the development of the company. Therefore, it is of great significance for the long-term development of airlines and even the whole civil aviation industry to study the competitive strategy and implementation path of passenger transport industry of civil aviation enterprises. In this context, this paper will combine the strategic theory, corporate strategy, competitive strategy and other theoretical tools in strategic management, and take Tianjin airlines, a representative local aviation enterprise in China's civil aviation industry as the research object, and conduct in-depth research on the factors such as the domestic and foreign macroeconomic situation, the status quo of aviation industry, and the internal resources and capabilities of Tianjin airlines On the basis of this, the paper concludes the internal advantages and disadvantages of Tianjin airlines' passenger transport business at this stage, as well as the external opportunities and challenges it is facing, and makes a comprehensive evaluation and selection of Tianjin airlines' aviation passenger transport business competition strategy by comparing with competitive airlines. After comparative analysis, the paper adjusts the vision and strategic objectives of Tianjin airlines, and puts forward the conclusion that the cost strategy will become the most appropriate competitive strategy for Tianjin airlines. And further clarify the Tianjin Airlines "long line, low cost" business strategy. Then, the paper discusses the main cost driving factors of each link of the aviation industry value chain and the adjustment methods of key activities of low-cost transformation, and puts forward planning and suggestions for the implementation of Tianjin aviation low-cost strategy. It is hoped that the paper can not only have positive significance for the development of Tianjin airlines, but also play a certain reference role in the development environment analysis and competitive strategy formulation of domestic medium-sized airlines in the process of strategic transformation.
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