F快递公司中国国内业务战略研究

发布时间：2018-05-28 12:10

本文选题：F快递公司 + 国内快递　；参考：《上海外国语大学》2014年硕士论文

【摘要】：近些年来，随着我国经济的发展，尤其是以淘宝、天猫、京东以及当当等电子购物网站的蓬勃兴起，国内快递行业市场急剧扩大，据估计，中国国内快递业市场高达7000亿人民币。但是，从业企业众多的这片市场，其标准化及规范化却亟须提高。2008年以前，国有企业和民营企业占据着市场几乎所有的份额，快递产业也成为风投眼中的朝阳产业。然而，随着外资的进入，市场格局悄然发生着变化。作为跨国快递业龙头的F快递公司，在其进入中国的第十五个年头，终于和老对手UPS一起，获得了中国国内快递业务的牌照，从而掀开了跨国企业正式进入中国国内快递市场的大幕。F快递公司斥资4亿美元，，通过对民营企业大田物流的整体收购，从而获得了大田物流中国国内的所有物流网络及资源，包括操作站点、员工以及车辆和其他设备。F快递公司的初期战略和其跨国业务相似，主要客户针对大中型企业，忽视小型企业和个人用户，并且强调送达迅速，产品价格相对高昂。公司认为，通过国际业务累积下来的品牌效应、服务意识和口碑，能获取大中型客户的青睐，并带来货物量的效应，而且能用尽量少的资源去满足需求，从而降低公司运营网点大大少于EMS及顺丰等竞争对手的劣势。几年下来的事实证明，这个战略并没有取得预期效果，F快递公司国内业务的盈利能力和市场份额都很低，其中既有外界大环境的因素影响，也有内部思路转换的原因。本文将通过内外部环境的分析以及对F快递公司国内业务原有战略的经验总结，从而得出一套切实可行的新战略，提高F快递公司在中国国内业务的市场份额和盈利能力，也为即将进入中国国内快递市场的其他跨国企业起到一定借鉴的作用。
[Abstract]:In recent years, with the economic development of our country, especially the booming of electronic shopping websites such as Taobao, Tmall, JingDong and Dangdang, the domestic express industry market has expanded sharply. It is estimated that, China's domestic express industry market as high as 700 billion yuan. Before 2008, state-owned enterprises and private enterprises occupied almost all of the market share, express delivery industry has become the sunrise industry in the eyes of venture capital. However, with the entry of foreign capital, the market pattern is quietly changing. F Express Company, a leading multinational express delivery company, in its 15th year of entry into China, finally, together with its old rival UPS, has obtained the license plate of China's domestic express service. As a result, MNCs formally entered the domestic express market of China. F Express Company spent 400 million US dollars, through the acquisition of the whole of the private enterprise Datian Logistics, thus obtaining all the domestic logistics networks and resources of Datian Logistics in China. The initial strategy of FedEx, including operating sites, employees and vehicles and other equipment, is similar to that of its multinational operations, with major customers targeting large and medium-sized enterprises, ignoring small businesses and individual users, and emphasizing rapid delivery, The price of the product is relatively high. The company believes that through the brand effect, service consciousness and reputation accumulated in international business, it can gain the favor of large and medium-sized customers and bring about the effect of quantity of goods, and it can meet the demand with as little resources as possible. Thus reducing the company operating network significantly less than EMS and Shunfeng and other competitors disadvantage. The facts over the past few years have proved that this strategy has not achieved the expected results. The profitability and market share of the domestic business of FedEx are very low, including the influence of the outside environment and the internal change of train of thought. Through the analysis of internal and external environment and the experience of F express company's domestic business strategy, this paper will draw a set of feasible new strategy, improve F express company's market share and profitability of domestic business in China. Also will enter the Chinese domestic express market for other multinational enterprises to play a certain role.
【学位授予单位】：上海外国语大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F272;F253

【共引文献】