山东航空公司战略发展规划
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摘要
民用航空是一项高技术产业,是一个国家综合实力的象征。进入新世纪以来,我国民航业高速发展,已经从一个民航大国开始向民航强国过渡。中国商用飞机的生产,以及大飞机项目的上马,都为中国未来民用航空业的发展勾画出宏伟蓝图。国内航空公司正在经历改革重组,航空市场在不断开放,民营航空和国外航空公司也在快速参与竞争,使得国内民航市场在未来一段时间会竞争的非常激烈。在这种大背景下,国内各航空公司为了更好地适应未来发展的需要,都在不断地进行产业结构调整,制定公司未来发展战略,以图在激烈的竞争中处于领先地位。
战略制定已经成为国内航空公司未来发展的首要因素。如何分析公司内、外部环境,如何选择战略定位,以及战略定位后的实施,将决定国内航空公司未来发展的命运。本文立足于国内民用航空市场的现状,以及各航空公司面临的形势,以山东航空公司为例,指明航空企业战略发展的重要性。通过分析山东航空公司的资源和能力、客运市场、货运市场、维修市场的内、外部环境,并采用SWOT分析法指出山航的的强势、弱势、机会和威胁,以选择山航的战略类型。根据已确立的战略类型,开展计划、组织和实施,提出以优化的成本地位,采取差异化为主的战略,建立比较竞争优势等一系列行动决策来指导未来发展方向。这对山东航空公司整合集团资源,优化业务,集中培育支柱产业,提高单元业务的竞争能力,在激烈的市场竞争中取得优势地位具有重要意义。
As a high-tech industry, Civil aviation is a symbol of national comprehensive strength. Since entering new century, Our country civil aviation has developed with high-speed, and transferred gradually from a big civil aviation to a strong one. Commercial aircraft production and Large aircraft program advancement sketch a grand blueprint for the development of China's future civil aviation. Now, Domestic airlines is regrouping, Aviation market is opening increasingly. Also more private and foreign airlines are getting involved in competition. So that, for some time to come domestic airlines market face fierce competition. Under this background, domestic airlines have to readjust the industrial structures and formulate development strategies, In order to adapt the needs and hold the leading position in the future.
Strategy formulation is a primary factor for domestic airlines development and expansion in the future, Which depends on the analysis of interior and exterior environment, the choose of Strategic positioning and the implementation after strategy formulation. Based on the present situation of domestic civil aviation market and so many airline companys.By taking Shandong Airlines as example,To Indicate the importance of strategic development. Through the analysis of shandong airlines resources and capacity, passenger market, freight market, maintenance market internal and external environment, and using the SWOT method point out the ShanHang's advantages and disadvantages, opportunities and threats, to select ShanHang strategic type. According to established strategic type, carry out the plan, organize and implement, put forward the optimized cost position, give first place to take differentiation strategy, establish comparatively competitive advantage and a series of actions to guide future development direction. It is greatly significant for Shandong Airlines to integrate group resource, optimize business, cultivate pillar industry, improve the unit ability of competition, and finally gain advantage position in fierce market.
战略制定已经成为国内航空公司未来发展的首要因素。如何分析公司内、外部环境,如何选择战略定位,以及战略定位后的实施,将决定国内航空公司未来发展的命运。本文立足于国内民用航空市场的现状,以及各航空公司面临的形势,以山东航空公司为例,指明航空企业战略发展的重要性。通过分析山东航空公司的资源和能力、客运市场、货运市场、维修市场的内、外部环境,并采用SWOT分析法指出山航的的强势、弱势、机会和威胁,以选择山航的战略类型。根据已确立的战略类型,开展计划、组织和实施,提出以优化的成本地位,采取差异化为主的战略,建立比较竞争优势等一系列行动决策来指导未来发展方向。这对山东航空公司整合集团资源,优化业务,集中培育支柱产业,提高单元业务的竞争能力,在激烈的市场竞争中取得优势地位具有重要意义。
As a high-tech industry, Civil aviation is a symbol of national comprehensive strength. Since entering new century, Our country civil aviation has developed with high-speed, and transferred gradually from a big civil aviation to a strong one. Commercial aircraft production and Large aircraft program advancement sketch a grand blueprint for the development of China's future civil aviation. Now, Domestic airlines is regrouping, Aviation market is opening increasingly. Also more private and foreign airlines are getting involved in competition. So that, for some time to come domestic airlines market face fierce competition. Under this background, domestic airlines have to readjust the industrial structures and formulate development strategies, In order to adapt the needs and hold the leading position in the future.
Strategy formulation is a primary factor for domestic airlines development and expansion in the future, Which depends on the analysis of interior and exterior environment, the choose of Strategic positioning and the implementation after strategy formulation. Based on the present situation of domestic civil aviation market and so many airline companys.By taking Shandong Airlines as example,To Indicate the importance of strategic development. Through the analysis of shandong airlines resources and capacity, passenger market, freight market, maintenance market internal and external environment, and using the SWOT method point out the ShanHang's advantages and disadvantages, opportunities and threats, to select ShanHang strategic type. According to established strategic type, carry out the plan, organize and implement, put forward the optimized cost position, give first place to take differentiation strategy, establish comparatively competitive advantage and a series of actions to guide future development direction. It is greatly significant for Shandong Airlines to integrate group resource, optimize business, cultivate pillar industry, improve the unit ability of competition, and finally gain advantage position in fierce market.
引文
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[2]斯坦纳.《企业政策与战略》,1982.
[3]侯云春.加强企业战略研究与战略管理.经济日报,2002.5.13.
[4]杨锡怀.《企业战略管理》,高等教育出版社,1999.
[5]莫里斯·博恩斯坦主编.比较经济体制,经济出版社,1988.
[6]JohnMorris, Benefits nadehallen gesrfomwTOofr China[J], 国际航空,2001.5
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[14]张进.敞开中国之门—记第十五届世界航线发展论坛,国际航空,2009.10：45-46
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[19]林智杰,劳莘,高铁对我国民航业的影响及应对策略分析,国际航空,2010,2：38-43
[20]余英.航空公司的管制和放松管制之争,产经评论,2010,2
[21]金辉,钱焱,论中国民航业的竞争战略走向,江苏航空,2004,4
[22]Harumi Ito and Darin Lee. Low Cost Carrier Growth in the U.S.Airline Industry:Past. Present and Future[EB/OL].http://www.brown.edu/DepartmenL/Economics/Papers/2003/ 2003-12_paper.pdf,2003-04
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[25]竺志奇,我国低成本航空公司发展策略,交通企业管理,2009,7
[26]Steven Paul Dalgleish. Low Cost and Full Fare Airline Srategies Since 11 September
2001:A Case Study[EB/OL].http://stcvedalgleish.co.uk/Dissertation.pdf.2003-04
[27]Robert Wall Andrew Compart李译Low-cost Airlines Tackle Challenges in Different Ways,国际航空,2008,11：43-47
[28]刘东,核心竞争力——企业成长的超久能源,企业改革与管理,2000.5.15
[29]朱新华.高凤勤.我国机场业现状与发展趋势,国际航空,2009.10：36-38
[30]廖刚,中国航空运输业市场化改革和竞争研究,上海交通大学,2007
[31]汪涛,徐建平.我国企业核心竞争力的构建,武汉理工大学学报：信息与管理工程版,
[32]傅贤治.企业竞争力结构与核心竞争力的形成,经济管理.新管理,2001.12.
[33]刘锋,变革中的中国航空运输企业,中国民用航空,2003,4
[34]刘伟民.在更开放的环境中稳健发展—加入WTO对中国民航的影响.中国民用航空,2001,11
[35]贾敬韩.推动和限制方向的若干因素—WTO背景下航空运企业竞争力研究,中国民用航空,2002.1.
[36]吴桐水.体改过程中民航总局经济管理职能和管理体制研究,民航管理代化研究论文集,2001.
[37]杨惠.中国国际航空运输管理的几个法律问题,河北法学,2006,6
[38]刘伟民.在更开放的环境中稳健发展—加入WTO对中国民航的影响.中国民用航空.2001.11
[39]中国民用航空2009维修年鉴.
[40]邱连中.中国民航重组后的竞争战略和定位,航空公司重组与联盟国际研讨会论文集,2002.6.
[41]内部资料,国内各公司运力规模及市场占有情况分析.
[42]邹建军,中国航空运输业孕育新的变革,国际航空,2010,2：45-47
[43]韩军,航空货运的运力规划,国际航空,2009,12：33-35
[44]成磊,波音发布中国民机市场预测,航空维修与工程,2010,6：21
[45]机遇·挑战·发展—2010中国航空维修峰会前瞻,航空维修与工程,2010,5：16-17
[46]尼古莱·福斯等,李东红译,企业万能：面向企业能力理论[M],东北财经大学出版社,1998.5
[47]Kim, E., Melntosh, J.C. The faster, the better:AnemPiricalstudyonthesPeedofstrategi changeandfirmsurVivalandPerformanee.JournalofAPPliedBusinessReareh,1996,12(2):35-40
[48]金占明.中国企业战略理论与实践的误区,战略管理,2002.5.
[49]Philip Kotler MARKETING MAGEMENT. Prentice Hall,1996.
[50]山东航空集团“十一五”发展规划.2004,3
[51]Peter M.Senge, The Fifth Discipline,张成林6.CITIC Publishing Group.2010:305-309,
[52]冯刚.山航集团2010年工作会议报告.
[53]P.kotler.J.Bowen.Marketing for Hospitalityand Tourism (Third Edition) [M].Upper Saddle River.NJ:Pren2 tice-Hall.2002
[54]Aaker.David A:Erich Joachimsthaler(2000).Brand Leadership.New York:The Free Press.pp.1-6
[55]Kazuo.Inamori,活法,廖月娟,6,超级企业人的活法,东方出版社,2009,10：24-26
[2]斯坦纳.《企业政策与战略》,1982.
[3]侯云春.加强企业战略研究与战略管理.经济日报,2002.5.13.
[4]杨锡怀.《企业战略管理》,高等教育出版社,1999.
[5]莫里斯·博恩斯坦主编.比较经济体制,经济出版社,1988.
[6]JohnMorris, Benefits nadehallen gesrfomwTOofr China[J], 国际航空,2001.5
[7]邱连中.“强秦梦”(上)——中国民航重组后的竞争战略和定位.中国民用航空.2002.7
[8]宁建新.我国企业核心竞争力的组合与构建,经济管理.新管理,2001.
[9]张贞.我国高校经济学课程中市场机制理论的教学改革研究,四川师范大学,2009
[10]冯小东.航空公司战略联盟决策研究,中国民用航空学院,2006
[11]迈克尔.波特,竞争优势[M1,华夏出版社,1997.1
[12]佟成喆、民航服务中存在的问题及解决对策,辽宁经济职业技术学院学,2007,4
[13]程志超、陈航等.试论西南航空重庆公司国内航线经营发展对策,中国民航学院学报,1999,6
[14]张进.敞开中国之门—记第十五届世界航线发展论坛,国际航空,2009.10：45-46
[15]陈力华,康红恩,我国航空公司基本服务营销战略研究,上海工程技术大学学报,2002,4
[16]林世昌,生产全球化的发展变革与我国经济发展能力的构建,上海行政学院学报,2008,1
[17]Tae Hoon Oum, Jong-Hun Park., Airline alliances:current status, policy issues. and future directions, Journal of Air Transport Management, Volume 3,Issue 3. July 1997.
[18]张开俭,航空公司联盟的新趋势,民航管理,2000,10
[19]林智杰,劳莘,高铁对我国民航业的影响及应对策略分析,国际航空,2010,2：38-43
[20]余英.航空公司的管制和放松管制之争,产经评论,2010,2
[21]金辉,钱焱,论中国民航业的竞争战略走向,江苏航空,2004,4
[22]Harumi Ito and Darin Lee. Low Cost Carrier Growth in the U.S.Airline Industry:Past. Present and Future[EB/OL].http://www.brown.edu/DepartmenL/Economics/Papers/2003/ 2003-12_paper.pdf,2003-04
[23]Harumi Ito and Darin Lee. Market Density and Low Cost Carrier Entries in the U.S. Airline Industry:Implications for Future Growth[EB/OL].http://www.darinice.net/pdfs/ lec_densitypdf.20 03-09
[24]Harumi Ito and Darin Lee. Incumbent Responses to Lower Cost Entry:Evidence From the U.S.Airline lndustry[EB/OL].http://www.brown.edu/Departments/Economics/Papers/ 2003/incumbent_final.pdf.2003.11
[25]竺志奇,我国低成本航空公司发展策略,交通企业管理,2009,7
[26]Steven Paul Dalgleish. Low Cost and Full Fare Airline Srategies Since 11 September
2001:A Case Study[EB/OL].http://stcvedalgleish.co.uk/Dissertation.pdf.2003-04
[27]Robert Wall Andrew Compart李译Low-cost Airlines Tackle Challenges in Different Ways,国际航空,2008,11：43-47
[28]刘东,核心竞争力——企业成长的超久能源,企业改革与管理,2000.5.15
[29]朱新华.高凤勤.我国机场业现状与发展趋势,国际航空,2009.10：36-38
[30]廖刚,中国航空运输业市场化改革和竞争研究,上海交通大学,2007
[31]汪涛,徐建平.我国企业核心竞争力的构建,武汉理工大学学报：信息与管理工程版,
[32]傅贤治.企业竞争力结构与核心竞争力的形成,经济管理.新管理,2001.12.
[33]刘锋,变革中的中国航空运输企业,中国民用航空,2003,4
[34]刘伟民.在更开放的环境中稳健发展—加入WTO对中国民航的影响.中国民用航空,2001,11
[35]贾敬韩.推动和限制方向的若干因素—WTO背景下航空运企业竞争力研究,中国民用航空,2002.1.
[36]吴桐水.体改过程中民航总局经济管理职能和管理体制研究,民航管理代化研究论文集,2001.
[37]杨惠.中国国际航空运输管理的几个法律问题,河北法学,2006,6
[38]刘伟民.在更开放的环境中稳健发展—加入WTO对中国民航的影响.中国民用航空.2001.11
[39]中国民用航空2009维修年鉴.
[40]邱连中.中国民航重组后的竞争战略和定位,航空公司重组与联盟国际研讨会论文集,2002.6.
[41]内部资料,国内各公司运力规模及市场占有情况分析.
[42]邹建军,中国航空运输业孕育新的变革,国际航空,2010,2：45-47
[43]韩军,航空货运的运力规划,国际航空,2009,12：33-35
[44]成磊,波音发布中国民机市场预测,航空维修与工程,2010,6：21
[45]机遇·挑战·发展—2010中国航空维修峰会前瞻,航空维修与工程,2010,5：16-17
[46]尼古莱·福斯等,李东红译,企业万能：面向企业能力理论[M],东北财经大学出版社,1998.5
[47]Kim, E., Melntosh, J.C. The faster, the better:AnemPiricalstudyonthesPeedofstrategi changeandfirmsurVivalandPerformanee.JournalofAPPliedBusinessReareh,1996,12(2):35-40
[48]金占明.中国企业战略理论与实践的误区,战略管理,2002.5.
[49]Philip Kotler MARKETING MAGEMENT. Prentice Hall,1996.
[50]山东航空集团“十一五”发展规划.2004,3
[51]Peter M.Senge, The Fifth Discipline,张成林6.CITIC Publishing Group.2010:305-309,
[52]冯刚.山航集团2010年工作会议报告.
[53]P.kotler.J.Bowen.Marketing for Hospitalityand Tourism (Third Edition) [M].Upper Saddle River.NJ:Pren2 tice-Hall.2002
[54]Aaker.David A:Erich Joachimsthaler(2000).Brand Leadership.New York:The Free Press.pp.1-6
[55]Kazuo.Inamori,活法,廖月娟,6,超级企业人的活法,东方出版社,2009,10：24-26
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