东航基于双品牌运营的低成本航空营销战略研究

发布时间：2018-04-04 17:12

本文选题：双品牌　切入点：低成本航空　出处：《复旦大学》2012年硕士论文

【摘要】：纵观世界航空业的发展,低成本航空已经成为发展趋势之一。近年来,亚洲低成本航空发展迅速,国外低成本航空公司纷纷进入中国,对中国传统航空公司造成了极大的冲击。为应对冲击,东航必须发展低成本航空业务。由于东航是传统航空公司,发展低成本航空必须采用双品牌战略来发展。东航与澳航在香港合资成立捷星香港航空有限公司,是国内第一家发展低成本航空的国有骨干航空公司。如何在传统航空公司与低成本航空公司之间取得平衡,各自占据细分市场独立发展而又取得协同效应呢? 本文以营销管理的理论研究框架为基础,以东航和捷星香港航空有限公司为研究对象,对东航的双品牌战略和捷星香港的营销战略展开研究。文章前半部分概述世界航空业、低成本航空的发展状况,探讨了东航的双品牌战略。后半部分重点对东航基于双品牌运营的低成本航空——捷星香港的营销战略进行研究。第一步分析了捷星香港的营销环境,分析了宏观环境、产业竞争环境、消费者需求和竞争对手策略,通过五力模型揭示低成本航空产业竞争激烈。第二步是探索捷星香港的内部资源,分析其竞争优势和劣势,面临的外部机遇和威胁,研究成果是识别出了捷星香港的核心竞争力：刺激市场、成本控制和规划航班的能力等。第三步通过SWOT分析推出新的见解：东航基于双品牌运营模式下,捷星香港的营销战略是利用捷星集团的优势,结合东航、澳航的航线网络,构建发达的亚洲航线网络。第四步探讨了捷星香港的营销战略,分别是市场细分、目标市场选择和市场定位。第五步拟定了捷星香港的营销组合,即产品策略、定价策略、渠道策略、促销策略。其中的研究成果是对捷星香港的航线网络规划进行了优化,使其成为构建核心竞争力的重要手段之一。最后总结了东航的双品牌运营战略和捷星香港的营销战略,分析了低成本航空在中国的发展之路,针对低成本航空公司以及产业提出了可参考和借鉴的结论。
[Abstract]:Throughout the development of the world aviation industry, low-cost aviation has become one of the development trends.In recent years, Asian low-cost airlines have developed rapidly, and foreign low-cost airlines have entered China one after another, which has caused a great impact on Chinese traditional airlines.In order to cope with the impact, China Eastern must develop low-cost aviation business.As China Eastern Airlines is a traditional airline, the development of low-cost airlines must adopt a dual-brand strategy to develop.China Eastern Airlines and Qantas jointly established Jetstar Hong Kong Airlines Co., Ltd. in Hong Kong, the first state-owned backbone airline to develop low-cost airlines in China.How to achieve a balance between traditional airlines and low-cost airlines, each occupying a segment of the market to develop independently and achieve synergy?Based on the theoretical framework of marketing management, this paper studies the dual brand strategy of China Eastern Airlines and the marketing strategy of Jetstar Hong Kong based on the research object of China Eastern Airlines and Jetstar Hong Kong Airlines Co., Ltd.The first part of the article summarizes the development of the world aviation industry and low-cost aviation, and discusses the dual-brand strategy of China Eastern Airlines.The second part focuses on the marketing strategy of Jetstar Hong Kong, a low-cost airline based on two-brand operation of China Eastern Airlines.The first step is to analyze the marketing environment of Jetstar Hong Kong, the macro environment, the industrial competition environment, the consumer demand and the competitive strategy, and to reveal the fierce competition of low-cost aviation industry through the five-force model.The second step is to explore the internal resources of Jetstar Hong Kong, analyze its competitive advantages and disadvantages, face the external opportunities and threats. The research result is to identify the core competitiveness of Jetstar Hong Kong: stimulating the market, cost control and the ability to plan flights.The third step is to put forward a new view through SWOT analysis: under the mode of dual brand operation, Jetstar Hong Kong's marketing strategy is to use the advantage of Jetstar Group, combined with the airline network of China Eastern Airlines and Qantas Airlines, to construct a developed Asian airline network.The fourth step discusses the marketing strategy of Jetstar Hong Kong, including market segmentation, target market selection and market positioning.The fifth step formulates the Jetstar Hong Kong marketing mix, namely the product strategy, the pricing strategy, the channel strategy, the promotion strategy.The research result is to optimize the route network planning of Jetstar Hong Kong and make it one of the important means to construct core competitiveness.Finally, this paper summarizes the double-brand operation strategy of China Eastern Airlines and the marketing strategy of Jetstar Hong Kong, analyzes the development of low-cost airlines in China, and puts forward some conclusions for reference and reference for low-cost airlines and industries.
【学位授予单位】：复旦大学
【学位级别】：硕士
【学位授予年份】：2012
【分类号】：F274;F562.6

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