南航平台商业模式转型研究

发布时间：2017-09-07 09:44

  本文关键词：南航平台商业模式转型研究

  更多相关文章： 南方航空 商业模式 平台商业模式 战略转型

【摘要】：中国南方航空股份有限公司近年来逐渐暴露出应对互联网经济的举措不多,经营品质下滑,发展速度落后于行业平均水平,价值链优化和产业链布局调整不力,疲于应对行业竞争,防范行业周期性波动风险的措施有限,抵御经营风险的基础薄弱以及管理粗放等一系列问题。本文系统回顾了商业模式、平台商业模式、航空运输企业传统商业模式等理论。通过分析南航的商业模式,分析企业面临的内外部经营环境,自身优劣势等,梳理出一些亟待改进的问题。创造性地提出南航应尽快依托航空运输主业平台,搭建航空运输平台生态圈的观点。提出把南航从一个传统的网络型航空公司转型为一家O2O模式的商旅综合服务及时尚、健康生活方式的引领者和产品零售平台企业的新一轮战略转型建议。依托航空运输主业平台,整合重建南航网上明珠商城,打通价值链,完善产业布局,提升直销份额,为利益相关者打造互利共赢得平台生态圈,培育新的利润增长点。通过主导建立平台生态圈的运行规则,互动机制等顶层设计架构,实现对平台生态圈的主导,赢得对未来竞争的绝对主动权,实现超越竞争、把南航发展推向新高度的战略目标。
【关键词】：南方航空 商业模式 平台商业模式 战略转型
【学位授予单位】：广东外语外贸大学
【学位级别】：硕士
【学位授予年份】：2016
【分类号】：F562
【目录】：

• ACKNOWLEDGEMENTS4-5
• ABSTRACT5-6
• 摘要6-15
• Chapter 1 Introduction15-22
• 1.1 Research Background16-17
• 1.2 Research Significance17-18
• 1.3 Research Objective18
• 1.4 Research Methods18-19
• 1.4.1 Documentary Analysis18-19
• 1.4.2 Investigation and Study19
• 1.4.3 Case Study19
• 1.4.4 Method of Comparative Analysis19
• 1.5 Research Technological Route19-20
• 1.6 Main Framework of the Research20-21
• 1.7 Innovation and Deficiency21-22
• Chapter 2 Literature Overview22-30
• 2.1 Literature Review22-28
• 2.1.1 Business Model22-24
• 2.1.2 Platform Business Model24-25
• 2.1.3 Business Models of Air Transportation Enterprises25-26
• 2.1.4 Strategies26-28
• 2.1.4.1 Enterprise Strategy Perspective of the Design School26
• 2.1.4.2 Enterprise Strategy Perspective of the Positioning School26-27
• 2.1.4.3 Strategic Turning Point Theory27
• 2.1.4.4 Ultra-Competition Theory27-28
• 2.2 Literature Comments28-30
• Chapter 3 Background Research of Business Model Transformation of ChinaSouthern Airlines30-45
• 3.1 Profile of China Southern Airlines30-31
• 3.2 Analysis of China Southern Airlines’ Current Business Model31-38
• 3.2.1 Enterprise Positioning31-32
• 3.2.2 Key Resources Management Capabilities32-33
• 3.2.3 Business System33-35
• 3.2.4 Cash Flow Structure35-36
• 3.2.5 Profit Model36-37
• 3.2.6 Enterprise Value37
• 3.2.7 Conclusion37-38
• 3.3 Problems and Risks of the Current Business Model38-45
• 3.3.1 Serious Homogeneous Business Models with its Main Rivals39
• 3.3.2 Lagged Behind Construction of the E-business Platforms39-41
• 3.3.3 Insufficient Resource Integration Capabilities41-42
• 3.3.4 Imbalanced Industrial Structure42-43
• 3.3.5 The Relevant Resources of the Value Chain Still Have Not FormedMulti-win Mechanism43-45
• Chapter 4 Environment Analysis of China Southern Airlines Business ModelTransformation45-53
• 4.1 External Environment45-48
• 4.1.1 Development Opportunities45-46
• 4.1.2 Challenges46-48
• 4.2 Internal Environment48-50
• 4.2.1 Competitive Advantages48-49
• 4.2.2 Disadvantages49-50
• 4.3 Platform Business Model is the Best Choice for China Southern AirlinesBusiness Model Transformation50-53
• Chapter 5 Implications for the Transformation of China Southern Airlines’ PlatformBusiness Model53-58
• 5.1 Differentiated Business Model Design53-54
• 5.2 O2O Business Model for Transforming Traditional Industries54
• 5.3 Resource Aggregation with Platform Model54-55
• 5.4 Diversify Development Based on Platforms55-56
• 5.5 Win the Initiative with Platform Model56-58
• Chapter 6 Policy Suggestions on Transforming China Southern Airlines’ PlatformBusiness Model58-66
• 6.1 Build Differentiated Platform Business Model58-59
• 6.2 Vigorously Implement“Internet Plus”59-61
• 6.3 Improve the Capacity of Utilizing Key Resource61-63
• 6.4 Improve the Industrial Distribution63-64
• 6.5 Build Interactive Multi-win Mechanism in Platform Ecosystem64-66
• Conclusions66-67
• REFERENCE67-69

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中国硕士学位论文全文数据库 前1条

1 周钢志;南航平台商业模式转型研究[D];广东外语外贸大学;2016年

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