工商管理毕业设计（论文）-顺丰速运的竞争战略研究.doc

本科毕业设计(论文)说明书 顺丰速运的竞争战略研究 学 院 工商管理学院 专 业 工商管理 学生姓名 吴俊稂 指导教师 简兆权 提交日期 2011 年 5 月 18 日 华 南 理 工 大 学毕 业 设 计（论文）任 务 书 兹发给 07双语 班学生 吴俊稂 毕业设计（论文）任务书，内容如下：1、 毕业设计（论文）题目： 顺丰速运的竞争战略研究 2、 应完成的项目：（1）查找阅读相关文献，并加以整理和消化； （2）收集中国快递行业环境相关资料，并进行整理； （3）对顺丰速运的经营情况进行调研，并进行归纳分析。 3 参考资料以及说明： （1）小亚瑟 A. 汤普森等著，蓝海林等译，战略管理：获取竞争优势，机械工业出版社，2006，P72-85 （2）Zhu Min, Xu Jie, Wang Mohan, Study on Network Cooperation Among Private Express Enterprises, Proceedings of The 6th International Conference on Material Handling, 2008, P193-197 （3）谷再秋，速递物流企业核心竞争力分析，物流工程与管理，2010年第3期，P1-2 （4）萨茹拉，陈秀平，民营快递企业营销组合策略分析，物流技术，2010年第5期，P10-11 （5）莫柏预，我国民营物流企业的优势、问题及对策，物流科技，2007年第4期，P4-7 （6）周凌云，穆东，基于SWOT分析的民营快递企业发展战略研究，物流技术，2008年第4期，P38-45 4、本毕业设计（论文）任务书于 年 月 日发出，应于 年 月 日前完成，然后提交毕业考试委员会进行答辩。 专业教研组（系）、研究所负责人 审核 年 月 日 指导教师 签发 年 月 日毕业设计（论文）评语： 毕业设计（论文）总评成绩： 毕业设计（论文）答辩负责人签字： 年 月 日 摘 要摘 要顺丰速运（集团）有限公司自1993年成立以来，通过不断投入资金加强公司的基础建设以及服务网络的优化，一直保持着较快的发展。而随着市场经济的不断发展，特别是中国向外资开放国内快递市场之后，国内快递行业竞争日趋激烈。面对激烈的市场竞争，如何准确地辨析竞争环境，认清自我，制定正确的市场竞争战略，对于顺丰速运今后的生存与发展具有非常重要的意义。本文主要从顺丰速运的外部环境分析、内部环境分析、竞争战略的选择以及竞争战略的实施措施等面展开论述。在外部环境分析方面，主要采用了PEST分析法与五力模型对顺丰速运所处的宏观环境与行业环境进行了探讨，从而剖析了整个快递行业的竞争强度、竞争态势以及整体竞争环境。在内部环境分析方面，文章主要从顺丰速运的人力资源、服务网络、产品范围、财务状况等方面进行了分析。本文通过SWOT分析并根据顺丰速运的战略意图，从而进行竞争战略的选择，认为差异化战略是顺丰速运改善经营和适应外界环境变化的首选战略，并且制定了相关的实施措施。本文通过对顺丰速运竞争战略的研究，希望为顺丰速运的发展指明方向，同时也希望能进一步丰富国内对民营快递经营的理论研究，为其他民营快递企业的发展提供一些参考。关键词：顺丰速运，民营企业，竞争战略 ABSTRACTSince its establishment in 1993, SF Express (Group) Co., Ltd. continually invests to strengthen the companys infrastructure and service network optimization. It has maintained a rapid development. With the continuous development of market economy, especially after China opened the domestic express delivery market to foreign investment, domestic express delivery industry is becoming more competitive. Facing the fierce market competition, how to accurately discriminate the competitive environment, identify itself and develop correct competitive strategy, is significant for SF Express in the future survival and development.This article mainly discusses the external environment analysis, internal environment analysis, the selection of competitive strategy and the implementation measures. As to the external environment，we mainly adopt PEST analyzing method and Five Forces Model to approach the macro and industry environment the enterprise is involved in. At the same time，the competitive intensity, competitive situation of the entire express delivery industry have been analyzed. From the respect of internal environment, this article probes into various aspects, such as human resource, service network, the range of products, financial situation, etc. Through SWOT analysis and in accordance with the strategic intent of SF Express, this article carries out the selection of competitive strategy, and suggests that the broad differentiation strategy is the preferred choice to help SF Express improve the operation and adapt the changes of the external environment. This article also develops relevant implementation measures for the strategy.Through the study on the competitive strategy of SF Express, this article would like to indicate the development direction of SF Express, and hopes to further enrich the domestic theoretical study of private express delivery companies and to provide some references to other private express delivery companies.Keyword: SF Express, Private enterprise, Competitive strategy I目 录目 录摘 要IABSTRACTII第一章 绪论11.1 研究背景11.2 研究目的和意义21.3 文献综述31.3.1 战略管理理论概述31.3.2 通用竞争战略51.3.3 关于民营快递企业的研究51.4 研究内容和方法8第二章 公司简介102.1 发展现状102.2 面临的问题112.3 本章小结12第三章 外部环境分析133.1宏观环境分析133.1.1 政治与法律环境133.1.2 经济环境143.1.3 社会与文化环境163.1.4 技术环境163.2 行业环境分析173.2.1 行业内现有竞争者的竞争173.2.2 潜在进入者的威胁183.2.3 替代产品或服务的威胁193.2.4 购买者讨价还价的能力193.2.5 供应商讨价还价的能力203.3本章小结20第四章 内部环境分析224.1 服务网络的建设224.2 口碑234.3 人力资源与财务状况234.4 产品范围254.5 价格254.6 本章小结26第五章 SWOT分析275.1 优势275.2 劣势285.3 机遇295.4 威胁315.5 本章小结32第六章 竞争战略的制定与实施336.1 战略意图336.2 战略选择336.3 战略实施措施356.3.1 优化服务网络366.3.2 加强人力资源管理366.3.3 提高营销水平376.3.4 加强与其他企业的合作376.4 本章小结38结论39参考文献41致谢43IIICONTENTSCONTENTS摘 要IABSTRACTIICHAPTER 1 INTRODUCTION11.1 Research Background11.2 Object and Significance21.3 Literature Review31.3.1 Overview of Strategic Management Theories31.3.2 Generic Competitive Strategies51.3.3 The Study of Private Express Delivery Companies51.4 Research Content and Method8CHAPTER 2 COMPANY PROFILE102.1 Status of Development102.2 Problems112.3 Chapter Summary12CHAPTER 3 EXTERNAL ENVIRONMENT ANALYSIS133.1 Macro Environment Analysis133.1.1 Political Factors133.1.2 Economic Factors143.1.3 Socio-cultural Factors163.1.4 Technological Factors163.2 Industry Environmental Analysis173.2.1 The Rivalry among Existing Competitors173.2.2 Threats of New Entrants183.2.3 Threats of Substitute Products or Services193.2.4 The Bargaining Power of Customers193.2.5 The Bargaining Power of Suppliers203.3 Chapter Summary20CHAPTER 4 INTERNAL ENVIRONMENT ANALYSIS224.1 Development of Service Network224.2 Reputation234.3 Human Resource and Finance234.4 The Range of Products254.5 Price254.6 Chapter Summary26CHAPTER 5 SWOT ANALYSIS275.1 Strengths275.2 Weaknesses285.3 Opportunities295.4 Threats315.5 Chapter Summary32CHAPTER 6 FORMULATION AND IMPLEMENTATION OF THE COMPETITIVE STRATEGY336.1 Strategic Intent336.2 Strategy Selection336.3 Strategic Implementation Plan356.3.1 Optimizing the Service Network366.3.2 Enhancing the Human Resource Management366.3.3 Improvement of Marketing Skills376.3.4 Cooperation with Other Enterprises376.4 Chapter Summary38CONCLUSIONS39REFERENCES41ACKNOWLEDGEMENTS43VCHAPTER 1 INTRODUCTIONCHAPTER 1 INTRODUCTION1.1 Research BackgroundIn recent years, with the sustained and stable development of Chinas economy, the demand for express delivery is also expanding. After continuous development of the market, foreign express delivery, state-owned express delivery and private express delivery have become the three main competing patterns. To the private express companies, competitive pressures come from not only the competitors, but also the lower level of management and lack of funds.Recalling the historical data, in 2009, nationwide above-scale express delivery companies volume of business totaled 1.86 billion, and the annual rate of growth is 22.8%; the operating income totaled 47.9 billion, and the annual rate of growth was 17.3%. In 2010, nationwide above-scale express delivery companies volume of business totaled 2.34 billion, and the annual rate of growth is 25.9%; the operating income totaled 57.46 billion, and the annual rate of growth was 20.0%. Domestic express delivery market maintains a rapid growth. In the first half of 2008, the state-owned express delivery companies market share was 55%. From the point of market share, there is still a gap between the private express delivery companies and the state-owned companies.In terms of the scale of enterprises, EMS is Chinas first and largest express service provider and industry leader. EMS has more than 20,000 employees; its business reaches more than 200 countries and regions, and about 2000 domestic cities. EMS has a leading aviation and land transport network. Relying on China Postal Airlines, EMS established the night flight distribution network. 20,000 delivery vehicles and the most extensive domestic network provide a strong support to EMSs Next Morning Delivery in more than 300 cities. As the leader of the private express, SF Express has already built more than 2,200 service points, covering 32 provinces, autonomous regions and municipalities, nearly 250 cities and 1,300 county-level cities and towns. Meanwhile, SF Expresss online order inquiry system is often complained that there is a serious lag, and it cannot reflect the real situation of the parcel. So we can see that, the contrast between the service network of SF Express and EMS is obvious in the domestic express market.On the other hand, low price has been considered as the major competitive advantage of private express. But since 2009, some private express delivery companies have increased the express charge by 20% to 30%. After the latest price adjustment, the charge for city express of SF Express has transported from 10 yuan/wrap to 12 yuan/wrap. But EMS, whose price has been considered too high, keeps the price of city express at 8 yuan/wrap. The large price differences effect to the competitiveness of SF Express should not be underestimated.1.2 Object and SignificanceChinas express market is still in development stage, and the potential demand is enormous. But foreign express delivery companies are much better than private express delivery companies in financial status, human resources and management skills. State-owned express delivery companies have not only good capital position and large scale, but also policy advantages. For such a situation, the private express delivery companies must develop strategies that fitting their actual statuses or they will be eliminated from competition.Research on corporate strategy can help companies to identify market positioning and rationalize the distribution of resources; it can also be the basis for evaluating action plans to improve operational efficiency and help gaining competitive advantage. For SF Express, we can see that the implementation of the new “Postal Law” will lead to an adjustment of the market structure. For example, the new “Postal Law” stipulates in article 5, postal enterprise have the monopoly to deliver the mails within the scope delimited by the State Council. This provision will reduce the living space of the foreign and private express delivery companies. To cope with this situation, SF Express will take the cooperation with EMS or shift the focus by business diversification, which need to be guided by the corporate strategy. Another example is that the new “Postal Law” stipulates that employees should be skilled and qualified, so upward trend in labor costs can be expected. Under such a situation, SF Express should take all means to reduce operating costs, or increase the investment in information technology to provide differentiated services to get more customers to make up the gap caused by rising costs. These decisions need the corporate strategy as a basis.The study of SF Expresss competitive strategy can provide reference for the private express delivery companies, while its of great significance for SF itself. Under the new situation, it is only by developing clear corporate strategy and effective implementation that you can build competitive advantage and occupy markets.1.3 Literature Review 1.3.1 Overview of Strategic Management Theories(1) Definition of StrategyThe term strategic management was originally published by Ansoff in “From Strategic Planning to Strategic Management” in 1976. Later, he published “Strategic Management” to further elaborate the concept of strategic management. He believes that strategic management is a series of management decisions that combined by daily business decisions and long-term planning decisions (strategies). Steiner recommended in his book “Management Policy and Strategy”, that strategic management is a dynamic process. The process includes determining the corporate mission, determining enterprise goal according to external environment and internal elements, and ensuring the implementation of the goal and the achievement of the corporate mission.Chandler suggested the definition of strategy as “affecting and determining enterprises basic long-term goals and objectives, choosing the way for the enterprise to achieve the goal and optimizing the existing resources”. In “Strategy: winning in the marketplace”, Thompson pointed out that corporate strategy is a union of a series of competitive policies and management methods. Managers use these competitive policies and management methods to satisfy the unique customers, create and maintain the operating characteristics and achieve the enterprise goals. Thus, corporate strategy is not something vague or empty. To the development of enterprises, strategy can be expressed as a program with specific content and time frame. It influences the sustainable development and sustainable profits of enterprises.(2) The Strategy HierarchyRobert N. Lussier suggested that corporate strategy can be divided into three levels: corporate-level strategy, business-level strategy (or competitive strategy), and functional-level strategy 1. Corporate level strategy is developed and implemented by the headquarters of a diversified enterprise. It is not the simple addition of business strategy, but a series of activities that establish and strengthen advantages through the combination of specific industries, in order to maximize the return of investment. But most of the companies have only one business; they do not need the corporate-level strategy. The business-level strategy is a series of activities that the enterprise adopts to create value for customers and establish core competencies, in order to exploit the competitive advantages. Simply put, a business-level strategy is for only one business. The functional-level strategy is developed for specific functional areas in order to implement corporate strategy and business strategy. (3) Michael Porters Five Forces ModelFive Forces Model was developed by Michael Porter in the early 80s. The model is used for the analysis of competitive strategy, and can provide an effective analysis of competitive environment. AS shown in Figure 1-1, Five Forces Model identified five main sources of competition: the threat of new entrants, the rivalry among competing firms in industry, the threat of substitutes, the bargaining power of customers and the bargaining power of suppliers.Figure 1-1 Michael Porters Five Forces ModelSource: Arthur A. Thompson, Jr. et al., “Strategy: Winning in the Marketplace: Core Concepts, Analytical Tools, Cases”, China Machine Press, 2006(4) SWOT AnalysisSWOT analysis is a strategic planning method widely used for corporate strategy development, competitor analysis and other occasions. SWOT analysis including analysis of enterprises strength, weakness, opportunity and threats. SWOT analysis is not just to make four lists; the most important thing is to conclude from the analysis of external and internal environment relying on the elements lists. According to the summaries, enterprises resources and market opportunities can be better matched in the corporate strategy, weakness can be greatly improved and external threats will be avoided of resisted.1.3.2 Generic Competitive StrategiesThe companys competitive strategy determines the results of its competitive actions, including activities to satisfy customers, offensive and defensive operations to competitors, the response to changes in market environment, initiative actions improving the market position and so on. Thus, each companys competitive strategy will include some necessary actions to match internal environment and industry environment. However, divesting the details and inquiring the essence, the largest and most important differences between competitive strategies can be summarized as: the range of the companys target market and using low cost or product differentiation to gain competitive advantage 2. Thus, we can draw five different generic competitive strategies:(1) Overall low-cost strategy: attracting a wide range of customers by providing a comprehensive low-cost products and services.(2) Broad differentiation strategy: attracting a wide range of customers by providing products and services different from competitors.(3) Best-cost provider strategy: offering lower prices than competitors on similar or same products, or providing better products at the same price to offer more value to customers.(4) Focused low-cost strategy: focusing on a market segment and providing lower prices to this part of customers in order to defeat competitors.(5) Focused differentiation strategy: focusing on a market segment and providing products more suitable for customers preferences and needs in order to defeat competitors. 1.3.3 The Study of Private Express Delivery Companies(1) Conditions of Express Delivery MarketChinas first private express delivery company was founded in 1993. In 2008, the quantity of Chinas registered express delivery companies was 5,000; the number of employees was 231 thousand, and it is growing every year. Relying on low prices and flexible services, private express delivery companies have been rapid de