SC航空股份有限公司发展战略研究

发布时间：2018-04-20 23:08

本文选题：SC航空公司 + 战略管理　；参考：《山东大学》2017年硕士论文

【摘要】：航空运输具有安全、快捷、舒适等特点,是增长速度最快、发展潜力最大的重要交通运输方式。在综合交通运输体系中的地位不断提升,当前我国民航旅客运输周转量在综合交通体系中所占比重在四分之一左右。改革开放30多年以来,随着国民经济高速发展,我国民航运输总周转量保持10%以上的速度持续高速增长,已经成为仅次于美国的民航大国。"十二五"以来,地方航空公司和民营航空公司蓬勃发展,民航业在内外竞争激烈化、主流客源低端化的共同影响下,已进入以"低票价、低折扣"为主要特征的"大众化"、"微利化"时代。目前中国民航业竞争中大集团寡头垄断的趋势仍然明显,航企之间发展不均衡的局面难以改变。"十三五"时期是我国向民航强国迈进的关键阶段,各航空公司应努力抓住机遇,实现自身可持续健康发展。SC航空股份有限公司(以下简称"SC航空")自从成立以来,通过长期努力调整改善资产结构、飞机构型和基地布局以谋求可持续健康快速发展,取得了良好的经营效益和社会效益。2016年底机队规模达到100架,实现了从地区性航空公司向全国性航空公司跨越,正式踏入大型航空公司行列,经历了求生存谋发展的逆境期,正处在战略机遇期和发展转型期。本文以SC航空作为研究对象,通过分析宏观环境、行业环境与六家主要竞争对手等外部环境,以及公司现状、内部资源能力与核心竞争能力等内部环境,提炼出当前公司的机会、威胁、优势和劣势,通过建立关键因素评价矩阵,发现公司现行战略在有效利用外部机会和控制威胁方面较为落后,应充分发挥现有优势、弥补劣势,适当调整现行战略。通过SWOT分析,公司应选择专业化和国际化发展战略,实现可持续健康的跨越式发展。专业化发展战略方面,SC航空应依托国家"一带一路"战略和民航"十三五"规划,扩大生产经营规模,完善基地布局,优化航线网络结构,强化高飞机日利用率和强成本管控能力的核心竞争力,深化国航系多品牌战略协同,提升和扩大品牌的竞争力和影响力。国际化发展战略方面,应加快基地和枢纽建设,适时引进宽体机,优先发展周边国际化,探索洲际航线开飞可行性,深化国际化资源获取与合作。为确保SC航空战略的实施,分别从基地布局及航线网络、机队建设及飞行员培养、市场营销及产品开发、服务提升等四个方面制定战略实施措施,并从财务、人力资源、安全运行和信息系统等四个方面提出了具体的战略保障措施。本文通过对SC航空的战略制定与实施的论证研究,进一步明确该公司的发展战略,这对SC航空把握机遇、迎接未来挑战,实现可持续健康的跨越式发展具有非常重大的意义,也为国内大中型航空运输企业的战略管理提出可参考的价值。同时通过对SC航空发展战略研究,强化了对公司各项资源能力的全面认识,为自身的职业生涯规划提供指导和帮助。
[Abstract]:Air transportation, which has the characteristics of safety, speed and comfort, is an important transportation mode with the fastest growth rate and the greatest development potential. At present, the proportion of passenger transport turnover of civil aviation in the integrated transportation system is about 1/4. Since the reform and opening up for more than 30 years, with the rapid development of the national economy, the total turnover of China's civil aviation transportation has maintained a sustained and high-speed growth of more than 10%, and has become the second largest civil aviation country after the United States. " Since the 12th Five-Year Plan, local airlines and private airlines have developed vigorously, and the civil aviation industry has entered into a "low fare" under the joint influence of intense internal and external competition and the low end of mainstream passenger resources. "low discount" as the main feature of "popular", "small profit" era. At present, the trend of oligopoly of large groups in the competition of China's civil aviation industry is still evident, and the uneven development between airlines and enterprises is difficult to change. " The period of the 13th Five-Year Plan is a key stage for our country to become a strong country in civil aviation. Since its establishment, airlines should strive to seize the opportunity to realize their own sustainable and healthy development. SC Aviation Co., Ltd. (hereinafter referred to as "SC Aviation") has been established since its establishment. Through long-term efforts to adjust and improve asset structure, aircraft configuration and base layout in order to achieve sustainable and healthy rapid development, has achieved good operational and social benefits. The fleet size reached 100 by the end of 2016, It has realized the leap from regional airlines to national airlines, formally stepped into the ranks of large airlines, experienced the adverse period of survival and development, and is in the period of strategic opportunity and development transition. This paper takes SC Airlines as the research object, through the analysis of the macro environment, industry environment and six main competitors, as well as the company's current situation, internal resource capacity and core competitiveness and other internal environment. Abstract the opportunity, threat, advantage and disadvantage of the current company. By establishing the evaluation matrix of key factors, we find that the current strategy of the company is relatively backward in the effective use of external opportunities and control of the threat, and should give full play to the existing strengths and make up for the disadvantages. Adjust the current strategy appropriately. Through SWOT analysis, the company should choose the development strategy of specialization and internationalization to realize sustainable and healthy leapfrog development. In terms of specialized development strategy, SC Aviation should rely on the national "Belt and Road" strategy and the "13th Five-Year Plan" of civil aviation, expand the scale of production and operation, perfect the layout of bases, and optimize the network structure of airline routes. Strengthen the core competitiveness of high aircraft daily utilization ratio and strong cost control ability, deepen the cooperation of multi-brand strategy of Air China, enhance and expand the competitiveness and influence of brand. In terms of internationalization development strategy, we should speed up the construction of bases and hubs, introduce wide-body machines in good time, give priority to the development of peripheral internationalization, explore the feasibility of intercontinental flights, and deepen the acquisition and cooperation of international resources. In order to ensure the implementation of SC aviation strategy, the strategic implementation measures are formulated from four aspects: base layout and airline network, fleet construction and pilot training, marketing and product development, service upgrading, and financial, human resources, etc. Four aspects of safe operation and information system are put forward. Through the demonstration and research on the strategy formulation and implementation of SC Airlines, this paper further defines the development strategy of SC Airlines, which is of great significance for SC Aviation to seize the opportunity, meet the challenges in the future, and realize the sustainable and healthy leapfrog development. It also provides reference value for the strategic management of large and medium-sized air transport enterprises in China. At the same time, through the research of SC aviation development strategy, it strengthens the comprehensive understanding of the company's resource ability, and provides guidance and help for its career planning.
【学位授予单位】：山东大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F562.6

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