航空公司发展研究

上海交通大学硕士学位论文南方航空公司发展研究姓名：李志明申请学位级别：硕士专业：工商管理指导教师：陈继祥20081102-IV--V--VI-THEDEVELOPMENTSTUDYOFCHINASOUTHERNAIRLINESABSTRACTChinaSouthernAirlinesisoneofthemajorstate-ownedairlines,thevolumeofpassengertransportranksfirstinChina,thefourthintheworldcurrently.Howeverthescaleofleaddidnotbringabouttheimprovementofoperatingefficiency.Since2008,duetothedomesticpolicyandinternationaleconomicimpacts,theproductionandoperationofChinaSouthernAirlinessufferedhugeimpact;thenetlossofSouthernAirlineswasabout1.7billionYuaninthefirsthalfof2008withthedeductionofnetexchangegain.ThephenomenonoftheabilitytoresistriskworseandthecorporateearningfortheenvironmentshowsthepoorcompetitionabilityandnonstrongprofitabilityofSouthernAirlines.ThedirectionofthispaperistoresolvetheprofitabilityproblemofSouthernAirlinesdevelopment.Intheabovecontext,thispaperusedthefiveforcemodeltoanalyzethecompetitioninairtransportindustrybasedontrendofpolitical,economic,social,competitivepostureandotherfactors;usedtheexternalfactorscriticalevaluationmatrixtoassesstheexternalenvironmentofSouthernAirlines;usedinternalkeyfactormatrixtoassesstheinternalresourcesandcapabilitiesofSouthernAirlines,thereforecalculatedbasicdatawhichimpactthestrategicchoiceofChinaSouthernAirlines.-VII-BasedonthecomparisonamongtheoutstandingsuccessachievementsofSouthwestAirlines,SingaporeAirlines,ContinentalAirlines,AirChinaandotherairlines,selectedthedevelopmentstrategyoptionsforSouthernAirlines.UsedSWOTmodeltoanalyzethefeasibilityofthepossibleoptions,withthestrategicplanmatrixquantitativecalculation,selectedthesuitablestrategicplanforChinaSouthernAirlines.Finally,toefficientlyimplementtheselectedoption,Iprovidedthesuggestionsontheorganizationalchange,humanresourcesandmarketingintegrationandetc.Asoneofthemajoraviationtransportationenterprises,ChinaSouthernAirlinesshallfacechallengesandexplorethecivilaviationtransportdevelopmentstrategy,definethecompetitivestrategiestoestablishthesustainingprofitability.Inthispaper,thegatheredinformationwastrue;itcanbereferredbyotherdomesticaviationenterprisesasthecertaintheoreticalguidanceandpracticallessons.KEYWORDS:competitiveadvantage,environmentalanalysis,operationstatus,comparativestudies,strategicobjectives-II--III--1--2-FIGURE1Theframeofthepaper-3-·FIGURE2Thefiveforcemodel-4--5-//6.1FIGURE3Businessvalue/competitiveadvantagematrixmodel-6--7--8--9-2002-10-573307120%100%-11--12-2008274.528.9%8.38368%0.190.15254.6915.1%103.8320.8%4.01%5.0125.982008170.2520086.5%200712007-13-Table1ThecomparativetableofAirChina,SouthernAirlines,EasternAirlinesin2007Table2ThebusinessseatsnumberofthebigthreecompaniesmarketFIGURE4Thebusinessseatsnumberofthebigthreecompaniesmarket-14-Table3ThebusinessclassoccupancyrateofthebigthreecompaniesFIGURE5Thebusinessclassoccupancyrateofthebigthreecompanies-15--16--17-Table4ThepercapitalGDPinChinamajorCitiesin2007Table5ThestatisticsofbusinessclasspassengersinChinamajorcitiesin2007-18--19-FIGURE6ThetrendofRMBagainstUSdollarsexchangerate-20--21-Table6Thetableofglobaleconomicgrowthfrom2004to2008FIGURE7Thetableofglobaleconomicgrowthfrom2004to2008-22--23--24--25--26-20086.5%200720081.7%2%-27-Table7ExternalFactorEvaluationMatrixofCSN0.345.001.710.062.000.110.052.000.100.031.000.030.17-5.00-0.850.11-5.00-0.570.09-5.00-0.430.07-5.00-0.340.04-2.00-0.090.04-1.00-0.041.00-0.36-28--29--30--31--32-Table8InternalFactorEvaluationMatrixofCSN0.344.001.370.113.000.340.093.000.260.054.000.200.035.000.170.172.000.340.072.000.140.062.000.110.042.000.090.042.000.081.003.08-33--34--35--36--37--38--39--40-“”“”-41-Table9Thecombinationtableofairlinesstrategicbenchmarkding-42--43-///5-44-FIGURE8Businessvalue/competitiveadvantagematrixofSouthernAirlines/FIGURE9SWOTAnalysisofSouthernAirlines-45--46-TheQSPMquantitativestrategicplanmatrix)0.3450.0620.0520.0310.17-50.11-50.09-50.07-50.04-20.04-10.3440.1130.0930.0540.0350.1720.0720.0620.0420.042-47-Table11ThepossiblestrategicanalysisplansFIGURE10Thepossiblestrategicanalysisplans-48--49-FIGURE11OrganizationChartofMarketingManagementCenter-50--51--52--53--54--55--56--57--58-南方航空公司发展研究作者：李志明学位授予单位：上海交通大学本文链接：