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论文编号：	1702
作者编号：	2120052064
上传时间：	2010/5/21 6:53:00
中文题目：	天津滨海国际机场发展战略研究
英文题目：	Research on the Development Strategy of Tianjin Binhai International Airport
指导老师：	武立东
中文关键字：	天津滨海国际机场；分析型组织；分析型战略
英文关键字：	Tianjin Binhai international airport;analytical organization;analytical strategy
中文摘要：	摘要 我国的国民经济在近20年来获得了持续健康的发展，民航业也在欣欣向荣的背景之下获得了长足进步。机场业是民航业的子行业，在近10年以来也得到了空前的发展。作为国家交通运输网络的重要组成部分，机场业承担着运送旅客货物和空防安全的重任，已经在我国的国民经济发展中起到了越来越重要的作用。天津滨海国际机场作为天津的一个对外窗口，在近几年中得到了快速的发展，在对外展示天津经济建设取得的成果的同时，还获得了良好的社会效益和经济效益。天津机场旅客吞吐量自2002年突破100万人次大关以来，每年以超过20％的增长率高速增长，2009年的旅客吞吐量已经达到了578万人次。照此势头发展，2010年的旅客吞吐量将突破700万人次，天津滨海国际机场将有望跨入国家干线机场的行列。天津滨海国际机场的航空货运业务起步较早，有着良好的基础。天津滨海国际机场2009年的邮货吞吐量达到了16.5万吨，在全国民用机场之中排名第十二位。经过近几年的持续快速发展，天津滨海国际机场已经逐步形成了辐射范围广大的航空货运航线网络，成为我国北方的国际航空货物集散中心。天津滨海国际机场不断加大资金投入，更新完善了机场的基础配套设施，使得机场跑道和候机楼等设施处于国内一流水平。2008年4月投入使用的机场东区新候机楼宽敞明亮，设施先进，为旅客提供了舒适的乘机环境。2008年5月投入使用的东跑道使天津滨海国际机场的小时航班保障能力得到了提升，天津机场也成为国内第五个可以实行双跑道平行进近的机场。 但是在大好局势面前还应该清醒地认识到，天津滨海国际机场也面临着周边机场越来越激烈的竞争。尤其是与天津滨海国际机场同属于华北地区的石家庄、太原和呼和浩特等机场，近几年的发展势头也十分良好，航空客运和航空货运业务发展很快。这些机场与天津滨海国际机场在航空货运业务方面展开了较为激烈的竞争，使得以天津作为中转站的航空货物产生了一定的分流。如果天津滨海国际机场不能抓住机遇，迎头赶上，那么以前的优势将荡然无存。 所以如何认清形势、制定出正确的发展战略，已经成为天津滨海国际机场面临的一个紧迫的任务。本文的目的就在于为天津滨海国际机场探索出一条符合其自身实际的发展道路，使天津机场在激烈的市场竞争之中处于不败之地，始终保持在全国的先进行列。 本文在系统回顾了战略管理等相关理论知识的基础上，运用了波特教授的五种力量模型、PEST分析法和SWOT分析法对天津滨海国际机场的外部环境、内部优势与劣势和企业所面临的机遇与挑战进行了分析。并在此基础之上根据其货运业务和客运业务各自的特点，提出了天津滨海国际机场的分析型发展战略的构想、原则及重点，即在航空货运业务方面实施防御型战略、在客运业务方面实施开创型战略。最后从组织结构、绩效评价体系和人力资源管理三个方面对所制定的分析型战略的实施和保障措施进行了探讨。 天津滨海国际机场的主要收入来源于航空客运和航空货运业务。但是天津机场的航空客运业务和航空货运业分别处于不同的发展阶段，而且各自的行业特点也有着很大的区别。天津滨海国际机场的航空货运业务起源于对独联体国家货包机的保障，从1995年发展至今，已经初具规模，并逐步树立起在航空货运市场的领先地位。而航空客运业务的起步则相对较晚，但是从2002年以来发展势头十分迅猛，已经成为了天津滨海国际机场的新兴业务。 航空客运业务和航空货运业务的区别就决定了它们应该分别采用不同的发展战略。对于航空货运业务而言，其战略的重点在于保持已经取得的领先地位，提高整个部门的运行效率，并尽量降低成本。而对于航空客运业务而言，其战略的重点应该放在努力扩大市场份额，提高服务质量和客户满意度方面。天津滨海国际机场航空货运和航空客运业务的特点与分析型组织的特点十分类似。分析型组织也是有着已经发展比较完善的成熟业务和增长速度极快的新兴业务。所以为天津滨海国际机场制定了分析型发展战略。为其航空货运业务制定了防御型战略，以便更好的保持航空货运业务的领先优势。为其航空客运业务制定了开创型战略，以促进航空客运业务的迅速发展和扩大市场份额。 有了正确的发展战略还要有具体的措施来保障其顺利地实施。在组织结构方面为航空客运业务和航空货运业务分别设计了水平型结构和职能型结构。航空客运业务的水平型组织机构减少了组织层级，更加有利于员工之间的沟通与合作，使得组织能够将更多的精力投入到拓展市场和提高服务质量上面。航空货运业务的职能型结构以职能为单位，可以使有合作关系的岗位之间的协作变得更加紧密，从整体上提高了整个组织的运行效率。 本文还分别为航空货运业务和航空客运业务设计了不同的绩效评价体系。航空货运业务绩效评价的重点在于提高效率，降低成本。具体反映在对生产现场管理和成本核算方面的重视。而航空客运业务绩效评价的重点在于扩大市场份额和提高服务质量方面。具体反映在对市场营销、市场分析和客户满意度方面的重视。 最后本文针对航空客运业务和航空货运业务自身的特点，对它们在人力资源管理方面的区别进行了探讨。 希望本文的相关研究结论对我国民用机场的管理实践具有一定的借鉴价值。 关键词：天津滨海国际机场 分析型组织 分析型战略
英文摘要：	Abstract China’s national economy gets sustained and rapid development in recent 20 years. In this backdrop of thriving economy civil aviation industry obtains great progress. Airport industry, which is the sub-sector of civil aviation industry, also gets unprecedented development in recent 10 years. As one of the important parts of national transportation network, airport industry shoulders the responsibilities of passenger and cargo transportation and air defense security. Airport industry has been taking a more and more important role for the development of national economy. As a window to the outside for Tianjin, Tianjin Binhai international airport has been developing very fast in recent years and gets good social and economic benefits. Since Tianjin airport’s passenger number broke the one million mark in 2002, the passenger number has been increased by a rate of more than 20 percent every year. In this trend, the passenger number will break 7 million mark this year and Tianjin Binhai international airport is expected to become one of the hub-airport in China. Tianjin Binhai international airport’s air cargo service got an early start and has very good foundation. In 2009, Tianjin Binhai international airport’s cargo volume reached 165 thousands tons and is in the twelfth place nationwide. After years of sustained and rapid development, Tianjin Binhai international airport has become the collecting and distributing center of air cargo in north China. Tianjin Binhai international airport increases the capital investment in the sector of infrastructure and continuously updates its supporting infrastructure. Tianjin Binhai international airport’s runways and terminal is of the first-class nationwide. The new terminal put into use in April 2008 has advanced facilities and provides a comfortable environment for the passenger. The eastern runway put into use in May 2008 greatly improves Tianjin Binhai international airport’s ability to deal with flights. And Tianjin Binhai international airport becomes the fifth airport nationwide to implement the independent parallel approach. But there is no time for pleasure, as Tianjin Binhai international airport is facing more and more competition from the airports nearby. Especially the Shijiazhuang, Taiyuan and Hohhot airports which are also in north China also develop very fast in recent years. These airports have fierce competition with Tianjin Binhai international airport in air cargo service and have diverged some sources of goods from Tianjin. If Tianjin Binhai international airport can not seize the opportunity and catch up, it will lose its advantage in the field of air cargo service. So how to clearly understand the situation and make the correct development strategy is the urgent task for Tianjin Binhai international airport. It is this article’s purpose to find a way for Tianjin Binhai international airport to ensure its invincible position in air cargo service and keep lead in airport industry nationwide. In this article on the basis of reviewing the related theoretical knowledge, Michael Porter’s Five Force Model, PEST analysis and SWOT analysis are used to analyze the external environment, strength and weakness and the challenges and opportunities of Tianjin Binhai international airport. On this basis, according to the characteristics of air cargo service and passenger service, the principle and emphasis of Tianjin Binhai international airport’s analytical development strategy are drafted, namely the defensive strategy for the air cargo service and the offensive strategy for the passenger service. Finally, measures in the respect of organization structure, performance evaluation and human resources management are discussed to ensure the implementation of the development strategy. Tianjin Binhai international airport mainly gets its income from the air cargo service and passenger service. But these two services are in the different stage of development and have characteristics of their own. The air cargo service got its origin from the service for the cargo planes of CIS countries. Developed since 1995, the air cargo service begins to take shape and keeps lead in the air cargo transportation sector nationwide. Although the passenger service got a late start, it has developed very fast since 2002 and has become the emerging business for Tianjin Binhai international airport. The differences between air cargo service and passenger service decide that different development strategies be applied to them. For the air cargo service the emphasis are to keep the advantages already gained and try to improve efficiency and reduce cost. For the passenger service the emphasis are to expand market share and improve customer satisfaction rate. Tianjin Binhai international airport’s situation is very similar to those of analytical organization. The analytical organization also has a relatively mature business and a new business with rapid growth rate. So the analytical development strategy is drafted for Tianjin Binhai international airport. It is not enough to have strategy alone. It is necessary to have the related measures to ensure the implementation of the strategy. In the respect of organization structure, the horizontal organization structure is applied to passenger service to ensure the communication between the employees and employers; the function type organization structure is applied to the air cargo service to ensure high efficiency and good cooperation among different posts. Different performance evaluation systems are designed for the air cargo service and passenger service. The emphasis of air cargo service’s performance evaluation system is to improve efficiency and reduce cost which is shown by the attention paid to production site management and costing. The emphasis of passenger service’s performance evaluation system is to expand market share and improve the quality of service which is shown by the attention paid to marketing and customer satisfaction. Finally the differences of human resources management between the air cargo service and passenger service are discussed. It is hoped that conclusions related to this article have reference value for the management practice of Chinese civil airports. Key words: Tianjin Binhai international airport analytical organization analytical strategy
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