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论文编号：	7046
作者编号：	2120122779
上传时间：	2014/12/10 21:43:27
中文题目：	天津空港贵宾服务有限公司服务业务经营策略的研究
英文题目：	The research of Tianjin Binhai Airport International VIP service co., LTD. Business strategy
指导老师：	武立东
中文关键字：	天津空港贵宾服务有限公司；企业成长理论；经营策略
英文关键字：	TBIAVIP; Firm growth theory; Business strategy
中文摘要：	随着中国经济的飞速发展，民用航空行业作为基础性交通出行方式，它的发展也迎来了空前良好的机遇。随之带来的是，旅客对地面贵宾服务产品市场需求迅速扩张，竞争也愈加激烈。这对于地面贵宾服务公司来说，既是前所未有的机遇，也面临严峻的挑战。如何在这样的竞争中取得优势，企业要有针对性的制定适合的战略，抢占市场。 机场贵宾服务自20世纪90年代中国民用航空总局下发的《关于重要旅客乘坐民航班机运输服务工作的规定》以来，已经经历了20多年的发展历程，在企业保持高速发展以及要不断满足旅客个性化服务需求的要求之下，许多企业都为了能够更好的生存并做大做强，纷纷走上了战略转型的道路，天津空港贵宾服务有限公司便是其中之一。天津空港贵宾服务有限公司是由首都空港贵宾服务管理有限公司和天津滨海国际机场共同出资组建，于2005年1月1日注册成立，其前身为天津滨海国际机场要客服务室，经过了近十年的经营与发展，逐渐在国内贵宾服务行业崭露头角，天津空港贵宾服务有限公司一直致力于为中央及地方政务要客、重要国宾、商务贵宾、头等舱（公务舱）旅客抵离天津机场提供地面接待服务。 而在面临挑战与机遇之际，天津空港贵宾服务有限公司面临着业务增长速度缓慢，产品销售受客户政策影响风险增大，同时市场占有率一直在下降，由于今年来贵宾地面服务产品市场容量扩张迅速，一部分新型服务企业对传统地面贵宾服务企业带来了挑战，竞争者既有国有航空公司为背景的地面贵宾服务部门也有民营资本投资的新型服务企业。天津空港贵宾服务有限公司要想继续保持在机场地面贵宾服务的市场分额，必须根据行业和市场特点制定可行性竞争经营策略，才能在激烈的竞争中获得优势。 在阐述了天津空港贵宾服务有限公司的内外部环境后，本文对天津空港贵宾服务有限公司进行了SWOT分析。在分析的基础上，针对天津空港贵宾服务有限公司现状和市场环境，分别对产品经营策略，品牌多元化策略，人力资源策略，进行简述以及研究，最后阐述经营策略的实施保障。
英文摘要：	With the rapid development of China's economy, the civil aviation industry as the basic way of transportation, it also ushered in an unprecedented good opportunity of development. Then there is that passengers on the ground a VIP service product market demand rapid expansion, competition is increasingly fierce. This for ground VIP service company, it is not only unprecedented opportunities, also faces serious challenges. How to get in such a competitive advantage, enterprise to targeted formulate suitable strategy, seizes the market. Civil aviation ground VIP service since the 1990 s, the civil aviation administration of China issued the "on important passengers ride in the regulation of civil aviation flight transportation service", has experienced more than 20 years of development, the enterprise keep the high-speed development and to meet the demand of personalized service, under the requirements of many enterprises in order to be able to better survive and become bigger and stronger, in succession to the way of strategic transformation, Tianjin airport VIP service limited company is one of them. Tianjin airport VIP service co., LTD. Is from the capital airport VIP service management co., LTD. Jointly established and Tianjin Binhai international airport, was incorporated in January 1, 2005, its predecessor for the Tianjin Binhai international airport to guest service room, after nearly 10 years of operation and development, gradually emerging in the VIP service industry of China, Tianjin airport VIP service co., LTD. Has been committed to the central and local government to the guest, important ambassador, business guests, first class, business class passengers arriving from Tianjin airport to provide hospitality services on the ground. And in the face of the challenges and opportunities, Tianjin airport VIP service co., LTD., is faced with business growth speed is slow, the product sale is influenced by customer policy risk, market share has been falling at the same time, because this year to ground service product rapidly expanded capacity in the market, part of the new service enterprise brought challenges to the traditional ground VIP service enterprises, competitors from state-run airlines as the background of VIP service department and private capital investment on the ground of new service enterprise. Tianjin airport VIP service co., LTD. If you want to continue to maintain the ground at the airport VIP service market share, must according to the characteristics of industry and market feasibility to develop competitive strategy, to gain advantage in the fierce competition. In Tianjin airport VIP service is expounded after co., LTD., the internal and external environment, in this paper, the Tianjin airport VIP service co., LTD., has carried on the SWOT analysis. On the basis of the analysis, in view of the Tianjin airport VIP service co., LTD., the present situation and market environment, respectively to the product strategy, brand diversification strategy, human resource strategy, description and research, finally expounds the implementation of the strategy
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