搜索
华中科技大学硕士学位论文郑州机场航空货运发展战略研究姓名：刘勇申请学位级别：硕士专业：工商管理指导教师：杨超20081023IPESTSWOT;IIAbstractAsanimportantcityincentralofChina,Zhengzhouhasreallyspeciallocationandfastdevelopmenttrend,andhopestobecomeessentialroleinfrightmarket.Logisticsinairisimportantpartinlogisticsindustry,Zhengzhouairportisalsoakeypartinaviationlogisticsvaluechainandalsoaffordsserviceofbuildingflatofgoodsexchangeandinformationexchangeinbothairandland.BaseonthesituationoffreightinZhengzhouairport,thearticleinvestigatesthedevelopmentstrategythroughstatistictools,contrasttools,casestudy,fiveforcesanalysis,PESTanalysis,SWOTanalysesandindustryconstructionanalysis.Firstly,givinglogicalanalysisiftheinternalandexternalenvironmentsinZhengzhouairport,secondly,evaluatingthedevelopmentstrategyinfreightbusinessofZhengzhouairportandconcludingthedifferentiationstrategy.Finally,AccordingtodevelopmentoffreightbusinessinZhengzhouairportnowadays,thearticleplansthethreewaysofestablishingdifferentiationstrategies,giveseightstepsandsiximportantquestionsincarryingoutthestrategies.Ontheotherway,thearticleconcludestheairportneedstopayamoreattentiontoreinstalltheresourcesandmakeitrealityinChinafreight;capitaloperation,ITandstrategiccooperationshouldbeconsideredassametimeofdevelopmentinfreightbusiness;itisnecessarytochangetheroleofChinafreightenterprisesintothethirdperson.Keywords:FreightFreightMarketCompetitiveStrategyDifferentiationStrategyLogistics113021.51997811.770004E34006010.88620071212.9810.818.257.6100055202021[29]2SWOT1.1,,,,,[8],,“”,15.3%,10,2000920052,19682007155895632007500,6.572143003.12008201515.67.655177006.57161.24[23]WTO51.3SWOTPEST1.3.1SWOTSWOTstrengthweakness(opportunity)threat[28]1.3.2PESTPESTPoliticalEconomicTechnologicalSocialPEST[28]1.3.3[1]61.3.4[1]1.4PESTSWOT1234572[26][25]2.1[36]2.1.1[31][32]82.1.2[45]2.1.3[41][3]2.22.2.1[33]92.2.2[44]2.2.3[3]2.3[42]2.3.1/[37]2.3.210[1]2.3.3[38][1]2.42.4.1[40]112.4.2[35][1]1233.13.1.1FEDEXUPSDHLTNT[24]10[7]90APEC[42]20[11]3.1.213[14]3.1.3[18]14[9]3.1.4Combi747MD11[40]9051037472MD111737111510[15][11]3.1.515206.2%310.6%[20][30][12]3.2PESTPESTPoliticalEconomicSocialTechnological3-1[6]3-1163.2.1WTO[22]3.2.2GDP8.57%128.0530.7%20071.514.5%20022.51.520022.4212006161959200210.6861.51868.4200233.2.317,3.2.4“”[23]3.3[39]3-2[6]183-23.3.1B737-3003-5B747-4001002003-1193-13.3.2132020071.9B737-3008001230200111[27]2144.14.1.143003.1200820%4-14-1%20053340344713.720064421150824.213.720075447065599.829.14.1.222[10][4]4.24.2.113830108615852516123011030284-24-2303140415050271083110158511919851560165278%8%4.2.213234-14-14.34.3.1B737-300B737-800B757A319A320D328CRJEMB4-3[5]244-3B737-8001234(kg)88826704086763(m3)1924.9(cm)121w*88h121w*78h732kg/m2CRJ15879.01109W*84HB7571234(kg)1227344533953998(m3)19.830.9(cm)137w*108h137w*112h732kg/m24.3.2124284365EMBCRJD32825B737B757B747A320A340MD114.3.34.3.412442836B777B747A340MD115144.3.543003.12008201515.6207.655177006.57162655.1SWOTSWOTstrengthweaknessopportunitiesthreatsSWOT[13]5.1.11234275.1.21685620%500234556285.1.312007128.0530.7%2206.2%310.6%3485.1.41300229345.25.2.11N45S150%C6-1306-1200806:200861100N150%802008530/N+45+100+300S5.504.003.002.500.206.0099505.004.002.602.000.206.005.004.002.401.800.206.005.004.001.801.600.206.004.002.501.801.300.206.006.004.503.502.800.206.004.503.002.001.800.206.005.504.003.002.500.206.003.002.001.001.000.203.505.003.202.602.200.206.004.503.802.502.000.206.006.004.202.802.000.206.006.004.002.502.000.20ZH15.004.503.001.801.300.206.004.003.001.801.600.206.004.503.502.202.000.206.004.502.501.501.200.206.004.003.002.001.500.205.003.002.001.601.200.206.004.503.502.502.000.206.004.303.503.002.500.206.003.202.601.801.500.206.006.005.503.502.600.206.005.003.503.002.500.206.0011.209.007.006.500.2020.005.004.003.002.400.206.005.004.003.002.400.206.005.004.002.802.000.206.003.202.601.801.500.206.003126-26-23[4]5.2.2132[16]1182468511118118[2]2[19]3[20]CRM[34]4[17]335200667[19]8[43][21]345.31234122520103536366123453738[1][](Hitt,M.A).[M].:,2005.7[2].[M].:,2006.9[3][](Da-vid.F.R.).[M].:,2006.5[4].[M].:,2006.7[5].[M].:,2003.6[6].[J].,2007(10):22-26[7].WTO[J].,2007(06):15-17[8].[D]:[].:,2002[9].[A].[C].2003[10].[A].“”[C].2005[11].[A].2000[C].2000[12].[J].,2005(01):44-45[13].AEA[J].,2007(06):34-35[14].[J].,1999(11):50-52[15].[M].:,2007.9[16].[M].:,2008.8[17].——[D].,2002:22-2339[18]VincentFerng.UPS[M].:,2007.4[19][]·.[M].:,2006.8[20][]..[M].:,2002.6[21][]..[M].:,2005.6[22].[M].:,2005.8[23].[J].,2007(11):54-57[24].[J].,2007(07):24-28[25][].()[M].:,2003.9[26],.[M].:,2000.3[27].[M].:,2006.2[28].()[M].:,2004.1[29].[J].,2008(08):17-18[30].[M].:,2007.12[31][].[M].:,2005.10[32]MikelP.hdHarrySixSigma[M].RandomHouse,2005.12[33]JensKiesel.DictionaryofLogisticsandSupplyChainManagement[M].JohnWiley&Sons,2007.8[34]GarenJ.ExecutiveCompensationandPrincipal-AgentTheory[J].JournalofPoliticalEconomy,1994(5):21-22[35]GibbonsR.Incentivesinorganizations[J].JournalofEconomicPerspective,1998(9):35-36[36]SappingtonD.Incentiveinprincipal-agentrelationships[J].JournalofEconmicsPerspective,1991(6):545-546[37]