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论文编号：	405
作者编号：	052300
上传时间：	2008/1/11 8:52:11
中文题目：	中外运天津有限公司大陆桥业务营
英文题目：	Sinotrans Tianjin branch Land-
指导老师：	韩德昌
中文关键字：	天津外运 大陆桥运输 战略
英文关键字：	Sinotrans Tianjin/title>scri
中文摘要：	随着我国经济的发展，天津港所处的战略地理位置日益重要。国务院在对天津滨海新区开发开放有关问题的意见中指出，天津滨海新区的功能定位是：依托京津冀、服务环渤海、辐射“三北”、面向东北亚，努力建设成为中国北方对外开放的门户、北方国际航运中心和国际物流中心。由于蒙古、俄罗斯、中亚经济的飞速发展以及与我国贸易关系的不断改善，给天津港的大陆桥国际联运业务创造了巨大的商机。中国外运公司作为中国大陆桥国际联运业务创始人和行业的领导者，其在天津地区的大陆桥国际联运业务的发展显得尤为重要。 中国外运天津有限公司（以下简称天津外运）面对大陆桥业务良好的市场发展前景和激烈的同业竞争，如何通过营销战略管理，使企业更好的适应内外部环境的要求，以谋求企业长期稳定的生存和更好更快发展 。因此本文对天津外运的大陆桥业务进行营销战略的研究，具有十分重要的现实意义。 本文采用理论研究与实际业务分析相结合的研究方法，从市场营销和战略管理的一般原理出发，通过归纳推理、系统分析，得出天津外运公司在大陆桥业务上的营销战略。 本文首先对相关理论进行了回顾，其中包括营销理论中的细分市场、关系营销、注意力营销、服务营销，客户关系管理等；战略管理中的环境分析、目标设定、战略生成、战略实施、战略控制等；以及战略分析工具，包括PEST、SWOT、五力模型等方法。通过对相关理论的回顾，本文一方面以营销理论为基础，讨论了企业的现代营销管理必须要运用战略管理思想，促进企业有计划地组织整体营销活动，并对营销活动进行全面有效的计划和控制。另一方面将营销观念落实到企业战略工作中，以企业制定正确的总体战略为载体，明确企业营销活动的核心发展模式以及资源的最佳配置，从而提高企业对不断变化的环境的适应能力和应变能力。 其次，本文介绍了天津外运的组织结构、发展历程、大陆桥联运概况、以及主要业务的开展情况，在此基础上运用PEST和五力模型对天津外运公司的一般环境和具体环境进行了详尽分析，运用SWOT分析从内部因素和外部因素两个方面对天津外运面临的机遇和挑战、具备的优势及劣势进行分析，从而确定天津外运面临的竞争态势，从而可以看出天津外运面临的外部市场虽然很大但竞争同样也很激烈：蒙古市场的各业务板块已经发展成熟，而俄罗斯和中亚市场还有很大的发展空间，需要尽快发展大陆桥业务以便及时抓住良好的市场契机。虽然天津外运具备良好的网络资源、资本和品牌优势，但同样也面临着大陆桥业务中缺乏长期发展规划、统一的战略管理、营销人员规模小、信息共享以及人员营销观念和激励机制等方面的问题，因此推动天津外运发展大陆桥运输业务需要统一的战略营销思想，针对存在的缺陷进行必要的调整。 最后，本文应用营销及战略的相关理论，在对市场结构进行对比分析，并结合天津外运目前实际情况的基础上，从经营环境和自身的优劣势条件出发，针对公司开展大陆桥运输的业务必要性和迫切性，不同市场的需求特点，包括市场前景、货源结构、利润率、营业额和利润，以及公司开展大陆桥运输业务急需改进的诸多问题，本文尝试提出了公司在未来3～5年的业务发展的营销战略选择，即在稳定蒙古市场的同时，大力发展俄罗斯和中亚市场。在蒙古市场继续开展进口集装箱过境、进口集装箱换装车皮、国内集装箱出口、蒙古集装箱出口、散杂货物的过境和出口等业务。在俄罗斯及中亚市场拓展集装箱过境、国内集装箱出口、散杂货的出口、散杂货过境运输等业务。 在此基础上，本文也提出了以下三点战略执行方案，包括：1、调整公司组织结构，适应市场的需要，总体实现统一管理，同时兼顾各分公司利益，针对大陆桥运输业务单独实行矩阵式管理，并增加市场部的统一协调和管理。2、加强人力资源管理，以提高员工的营销意识为出发点，制定人力资源规划、完善激励和约束机制等。3、根据各业务板块制定相应的营销组合。即借助服务营销的7P理论，从产品、定价、渠道、促销、人员、有形展示以及过程这七个方面提出了相应的营销组合策略，同时讨论了营销战略实施中的控制问题。 总的来讲，通过本文的论述，主要获得了以下几方面结论： 一、贸易环境的改善促进了大陆桥运输市场的快速发展，其良好的经营环境和广阔的市场前景，需要加强营销战略管理，以更有力的营销手段尽快占有未来市场。 二、未来3～5年的发展战略是巩固蒙古市场，大力发展中亚和俄罗斯市场。目前天津外运在蒙古市场应针对风险较大的业务板块加强管理，降低风险。在中亚和俄罗斯市场则充分利用各种资源，快速发展目标市场，建立健全国外代理网络。 三、发挥公司的网络和品牌优势，避免与同业竞争者作低价竞争，经营有特色，市场定位明确，区别于同业竞争者，从而获得期望的利润。 四、实施与经营战略相适应的组织结构、人力资源、营销组合三方面的合理调整。组织战略体现统一管理、市场分工的原则；人力资源兼顾人力资源规划、岗位规范和绩效考评、激励机制等；营销组合力求体现公司特色和品牌优势，吸引客户并在竞争中脱颖而出。
英文摘要：	With China's economic development, the strategic location of Bohai Rim region is becoming important increasingly. In the views of the development of Tianjin Binhai New Area, the State Council indicates that the functional position of TBNA is to rely on the Beijing-Tianjin-Hebei, service Bohai, radiate "Three North", set to Northeast Asia, and to build up an Opening Gateway of the north of China, a north International Shipping Center and an International Logistics Center. At the same time, Mongolia, Russia, Central Asia’s rapid development of economic and continuous improvements of their trade relations with China creates enormous business opportunities for the Land-bridge International Combined Transport in Tianjin. As an initiator and leader of continental-bridge transport, it is great significant for Sinotrans to expend their core business in Tianjin. Based on good market environment of the Land-bridge International Combined Transport in Tianjin, by virtue of their own various resources and channels, domestic and foreign logistic enterprises have gained remarkable growth in certain market segments, and even monopoly. In the face of good business prospects and fierce competition, Sinotrans (Tianjin) Limited Company, (hereinafter referred to as Sinotrans Tianjin), must utilize the marketing strategy management to adapt to the external environment, and to seek long-term and stable business survival and faster and better development, which also are urgent issues for them to deal with the Continental-bridge Transport. In this means, this paper pays more attention to the marketing strategy study of Sinotrans’ Continental-bridge business which is of great practical significance. This study combines theoretical method with empirical analysis and applies the general principles of marketing and strategic management to make a conclusion of Sinotrans Tianjin’s marketing strategy through inductive reasoning and systemic analysis. This article first reviewed the relevant theory, including the theory of marketing segment, relationship marketing, focus marketing, services marketing, customer relationship management, and so on；In the strategic management, there are environmental analysis, goal setting, strategy generation, implementation of the strategy, strategic control, etc., and strategic analysis tools, including PEST and SWOT, five powers models, and others. Through the review of relevant theories, this article, on the one hand, discussed the marketing and management of modern enterprises which must use strategic management thinking to promote enterprise organize the overall marketing activities, and a comprehensive marketing plan and effective control. On the other hand, implemented the marketing concept to enterprise’s strategy work, clarified the core development model and the best allocation of resources, which put the development of the overall strategy the carrier, so as to enhance business the adaptive capacity in ever-changing environment. Secondly, this paper introduces Sinotrans Tianjin’s the organizational structure of, development process, the bridge transport profiles, as well as the implementation of major business. Based on this, the paper utilizes the PEST and five powers model to analyze the general and specific environment, uses SWOT to analyze the opportunities and challenges，the advantages and disadvantages of Sinotrans Tianjin through internal and external factors, in order to determine the competitive Sinotrans Tianjin posture, which can be seen Sinotrans Tianjin While facing considerable external markets but also very fierce competition: Mongolia operational plate market has been developed; while Russia and the Central Asian market still have much room for development, we must expedite the development of the bridge business for timely seize a good market opportunity. Although Tianjin Sinotrans have a good network resources, capital and brand advantages, but also face the issues, just like the bridge in the lack of long-term business development planning, strategic management, a small scale of marketing staff, information sharing and marketing concepts and staff incentive system and so on. Therefore, promoting the development of the bridge Sinotrans Tianjin transport operations need a unified strategic marketing thinking, and the necessary adjustments which aimed at the existing deficiencies. Finally, this paper utilizes the marketing strategy and related theory, bases on the basis of the structure of the market contrasting combined with Sinotrans Tianjin currently the actual situation and the operating environment and its own advantages and disadvantages conditions, aim at the need and urgency of the company’s Continental Bridge transportation business and different market characteristics, which include market prospects, supply structure, profit margins, turnover and profits, as well as many problems existed in the transport operations of the company, the paper tried to put the marketing strategic choice of the business development in the next three to five years, that is we will vigorously develop the Russian and Central Asian markets while set up a stable Mongolia market. In Mongolia market, we should continue develop its import container transit, import container installed wagon, the domestic export containers, container exports of Mongolia, miscellaneous cargo transit and export businesses. In Russia and the Central Asian market, we should expand container transit and domestic container exports business, the export scattered groceries, and casual transit grocery business. On this basis, this paper has made the following three-point strategy for the implementation of the program, which include: First, the adjustment of the company’s organizational structure to adapt to the needs of the market, the reunification of the whole management, which take the interests of all branches into account, implement the camp management in the mainland bridge transport business, and increase the harmonization and management in the marketing department. Second, we should strengthen the human resources management which aims at enhancing staff the marketing awareness in mind, development of human resources planning, improving the incentive and restraint mechanisms. Third, the company formulates the appropriate marketing mix in accordance with the operational plate. That is to use the 7P theory of marketing services, from the products, pricing, place, personnel, physical display, and process to bring up the corresponding marketing mix strategy. At the same time, the paper also discussed the implementation of the control problem of marketing strategy. Generally speaking, through this exposition, the main conclusions are the following aspects: First, improvement of the trade environment promotes the bridge transport market rapid development, which good business environment and broad market prospects need to strengthen marketing strategy management, and a more powerful marketing tool to possess the future market as soon as possible. Second, the next three to five years of development strategy is to consolidate the Mongolian market, vigorously develop the Central Asia and the Russian market. Currently Sinotrans Tianjin market in Mongolia should strengthen the management and reduce risks around the more risky business plates. In Central Asia and the Russian market, the main object is to use various resources to develop the target market rapidly and to establish a sound foreign agent network. Third, the company should utilize its network and brand advantages to avoid the price competition within the same industry, operating characteristics and the clear market position to distinct from the same industry competitors and obtain the expected profits. Fourth, we should implement business strategies in line with the reasonable adjustment in the three aspects as the organizational structure, human resources, and marketing mix. Organizational strategy should embody the principle of the unified management and the division of labor market. Human resources should balance the human resources planning, job standards and performance evaluation of incentive mechanism. Marketing mix should reflect the company characteristics and brand advantage to attract customers and come to the fore in the competition.
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