航空公司核心竞争力组成要素及其价值的分析外文翻译

1、毕业设计（论文）译文题目名称：航空公司核心竞争力组成要素及其价值的分 析院系名称：班 级：学 号：学生姓名：指导教师：2011年8月航空公司核心竞争力组成要素及其价值的分析Stefa n V6b市场的竞争在促使市场资源不断进行重新配置的同时，也促使竞争者之间通过重新调整、分配和整合内部资源以实现在市场资源分配中占有合理的份额和有 效的优势。航空运输市场的激烈竞争在带来一定的社会积极效应的同时，也对航空运输企业本身提出了最为严峻的挑战。面对市场的竞争压力，一些航空运输企业开始调整经营策略。比如在航班申 请、产品促销、引进大机型、开发新市场等方面下功夫，借此希望通过策略的调 整来吸引和稳定客源市场

2、。实际上，这些策略的调整或者资源的再分配是围绕着 航空运输企业应该具备和拥有的核心竞争力来开展的。如何维持航空运输企业的持续发展，以此确定在市场竞争中的主导地位？构 建核心竞争力是航空运输企业在生产经营和运作管理过程中面对的一项重要课 题。核心竞争力更多的是关注企业的长远发展， 在市场竞争中在本质上区别于竞 争对手而成为获取市场资源的原动力。一、核心竞争力的概念和特征学者鲍埃里克森和杰斯帕米克尔森的研究认为“核心竞争力是企业组 织资本和社会资本的集合，”组织资本是指组织对所承担任务的协调能力的资 产，而社会资本是指作为资源提供给行为人用来获取收益的那部分社会结构的价 值，它通过行为人之间相互关

3、系的变化而产生；“组织资本反映了协调和组织生产的技术方面，社会资本则显示出社会环境的重要性”，前者可以在组织结构中 得以体现，后者可以反映出企业文化。美国著名营销管理学专家菲利普科特勒认为核心竞争力具备三个特征， 即：（1）能够给客户带来实质利益的具有竞争性的优势资源；（2）对于各种范围 宽广的市场来说具有潜在的应用宽度；（3）对竞争者来说难以模仿。在综合上述观点的基础之上，对于航空运输企业的核心竞争力来说， 笔者认 为航空运输企业的核心竞争力应该以行业价值链为基础，是一个对内部核心资源（技术能力、组织协调能力、市场应变和创新能力等）的重组和分配以维持和提 升持续性盈利为目标，对外部资源的协调

4、和配合以满足各关联方的利益分配的完 整的运行体制，并通过有效体制的运作以自身独特的竞争优势获取稳定和扩大的 市场收益来实现航空运输企业的长远发展战略目标。构建核心竞争力是一个科学、系统、严谨的过程，是需要企业在战略层面上 予以高度支持和实行科学管理，需要组织内部各关联方的高度协调和配合的系统 工程。二、构建核心竞争力在实践中的作用航空运输企业的发展存在多种竞争渠道， 规模不等的航空公司在市场竞争中 构建和确立了不同的发展途径。从经营角度考虑，基本上具有以下几个方面的特 征。1、规模公司占据主导市场，在竞争中突显价格优势；2、小公司力求低成本、差异化，在边缘市场独树一帜；3、网络规模化、机队单一

5、化；4、服务差异化，销售全球化；5、联盟成为扩大品牌和销售的有效途径；6管理精细化，决策周全化；7、资本运作已经不仅仅局限于主营业务的发展，从战略层面上更多的开始 关注行业内、区域化甚至跨国界的扩张，等等。航空运输企业呈现出的这些特征，不是单一因素就能产生的，在围绕构建核 心竞争力的多种因素中，由于不同因素的组合产生不同的经营战略和策略，也带来不同航空运输企业的不同管理效能和市场定位。 航空运输企业都在围绕市场运 营，但并不是每一个航空运输企业都能够有效构建和打造具有自身品牌的核心竞 争力。三、对构建核心竞争力关键要素的价值分析正如前文所述，组成企业竞争力的因素有很多，但在诸多因素中仅有几个关

6、 键因素的组合，才能实现企业的整体高效运作和效能的发挥。 本文试从内外部环 境因素，基于企业价值链的角度对构成航空运输企业核心竞争力的要素进行分 析。基于企业价值链的理论，结合航空运输企业的内外部环境特征， 组成航空运 输企业核心竞争力的要素主要包括：（一）人力资源尤其是人本资源的开发应用企业的发展是离不开人才的培养和开发。由于航空运输企业独有的行业特征 和需求，对人才的需求主要集中在飞行、飞机维护、航务签派等领域，对这些领 域人才的培养和吸收是航空运输企业正常运作所必不可少的重点环节，是航空运输企业安全生产和发展的基石。在迈克尔波特的价值链体系理论中， 这类人才 属于辅助行为单元的专有人才。

7、随着现代企业管理机制的引入和发展，航空运输 企业开始将人才重点从辅助行为单元转为能够为企业运作和发展带来持续性收 益的、企业价值链中处于主要行为单元的市场营销部门。（二）信息技术的开发和应用能力随着产业信息化的推广和发展，对航空运输企业信息化的要求是越来越高。 信息技术的开发和应用已经成为航空运输企业进入市场的利刃。信息技术已经不单单局限于企业内部信息的交流和统计， 它已经成为航空运输企业跨入国际航空 运输联盟抢滩全球市场的重要载体。（三）机队规划和网络规模机队的规划和引进是航空运输企业最主要的投资， 是成本预算中的主要考量 因素。在一定程度上来说，机型的引进和运行直接关系到航空运输企业的生存

8、和 发展，科学合理的机队规划更是航空运输企业进入市场竞争， 扩大区域乃至全球 市场的关键因素。机队规划不仅仅是某种机型的引进和投入， 而是对公司的战略发展起着举足 轻重的作用，机队规划成为航空运输企业成本战略和营销战略的关键环节，主要呈现以下几个方面的特征：1、市场价值的选择和定位决定机型的类型、 影响公司营销战略的硬件支持；2、市场环境的多种变量因素的组合决定了机型的投入和运力安排；3、营销战略对于区域市场乃至全球市场的决策要求配套多种机型在分区市 场的协调运行，公司营销战略的发展和制定对于机型的规划有完整的实施计划和4、机队规划侧重于成本领先战略，在航材供应、机队维护、人员培训等等 方面更

9、加突出其成本优势；5、规模化发展突显机队的引进和市场需求的密切关系，是硬件设施的最新 引进与市场需求的密切结合并成为竞争优势的源泉；6机型的更新、退租、退役应充分考虑市场经济环境因素的要求，不断更 新机型成为一些实力航空运输企业竞争的一个法宝。（四）企业管理和资本运作能力；现代企业管理对企业的运作有科学的定义。组织结构的设计、人员的配置、 流程设计和再造、过程的监控和反馈、领导职能的转化等等对于建立一个运作良 好的企业至关重要。企业管理在制定政策和营销战略的同时，还应关注资本的运作能力。企业政策的改变对于上市公司的融资、 投资均会带来一定影响。传统的资本 运作方式是航空运输企业如何不断扩大再生

10、产能力，在固定资产的投资、升值和 保值等方面做了一些公司后续发展的努力。（五）组织文化的传递和延伸能力；航空运输企业的组织文化是组织成员共同维护和共有的一种价值体系，是航空运输企业对市场营销、运行操作、组织管理等随时间而不断演变的价值观和认 识观和业已形成的实践体系或模式。这种价值体系体现在通过提供正确的途径来 约束组织成员的行为，组织成员也将通过自身行动来自觉维护这种价值体系，共同构建强势的组织文化氛围。随着航空运输市场的不断开放和竞争程度的加剧，航空运输市场的营销环境 也由以前的计划性、单一性向市场化、多元化转变。营销环境的改变也促使不同 的航空运输企业在营销手段上各据手法和特点，但由于不

11、同的航空公司具有不同 的地理环境、历史渊源、人文特点和经济发展水平等因素，导致航空公司之间出 现强势组织文化和弱势组织文化之别。（六）营销开发和创新能力迈克尔波特在其价值链学说中认为，市场营销和销售是主要行为活动中的 一个重要环节，对于企业的现金流动和收益水平起着重要的作用。 菲利普科特 勒的市场营销管理观点认为，随着市场机制的引入和发展，作为与人力资源、生 产、财务等部门具有相同职能地位的市场营销在企业内部也在发生转型，成为以客户为中心，以市场营销为龙头，整合人力资源、生产、财务等部门的职能，使 企业的功能更加适合在市场经济环境下对企业职能的发挥和突出市场营销成为 企业收益中心的功能。航空运

12、输市场的营销开发具有很强的行业特征，受到多种因素的影响。网络 化营销和电四、中国输企业在构建核心竞争力方面存在的问题和难题中国的航空运输企业与西方发达国家的航空运输企业之间尚有很大差距， 由 于受到国情、经济发展程度、市场准入等等方面因素的限制或者说不同，在构建 核心竞争力方面也有着自身的特色和特点。但是在构建核心竞争力方面我们依然存在一些问题。1、在建立现代企业制度的框架下，企业治理结构的缺陷依然约束着市场经 济的发展，特别是产权不明晰、法人治理结构不健全、组织和管理不对称等。2、存在机队的引进与航线结构、市场运作和收益管理等等尚不匹配的现象， 投资成本预算和市场收益预期相差过大；3、对于人

13、才的梯队建设、优化任用以及如何建立学习型组织方面存在着守 旧的思想和观念，从组织内部对于知识的重要性重视程度不够；4、信息技术的引进、开发和创新不能够满足全球化市场竞争的需求；5、企业管理模式尚有待进一步提高，组织结构的建设和资源配置不能有效 地带动企业走上收益财富中心的轨道，等等。五、战略营销主导核心竞争力的构建和发展在以客户为中心，市场经济为主导的竞争体系中，战略营销观念对企业的持 续性发展将起到重大作用。战略营销是构建核心竞争力的一个重要指导方针，战略营销的规划和设计包含企业内部诸多因素的联合效应，即培育支持营销战略实施的组织文化、建立有效管理的组织结构、调整企业的科学转型、制定预算、开

14、 发和使用先进的信息系统以及将员工报酬与组织绩效挂钩等方面。航空运输企业核心竞争力的构建和发展取决于企业对战略营销的认识程度 和认识深度。战略营销的制定和规划是企业对不同时期自身如何发展、怎样发展以及如何在竞争的市场环境下获取和维持收益回报各关联方的一个系统工程。来源Stefan Vob, “ Constituent elements of the airlines core competitiveness and value analysis . Universit.tHamburg, 2OO8.Vol. 6.67-69.Constituent elements of the airline

15、s core competitiveness andvalue analysisStefa n V6bMarket competiti on in the market to promote the ongoing rec on figurati on of resources, but also prompted by the re-adjustme nt betwee n competitors,distributi on and in tegrati on of internal resources to achieve in the market allocati on of reso

16、urces in a reasonableshare of possessionand effective advantages.Air transport market competition in the positive effects brought about certain social, but also for the air tran sport bus in ess itself, the most serious challe nge.The face of market competition, some companies began to adjust the ai

17、r tran sport bus in ess strategy. For example, in flight applicati ons, product promoti on, the in troducti on of large models, develop new markets and so hard, to hope that through the adjustment of strategies to attract and stable source markets. In fact, these strategies adjustme nts or reallocat

18、i on of resources around the air tran sport bus in ess should have and have core compete ncies to carry out.How to main ta in the susta in able developme nt of air tran sport en terprises, in order to determine the dominant position of market competition? Build the core competitive ness of air tran

19、sport en terprises in the product ion and man ageme ntand operation of the management process is an important issue in the face. Core compete nee is more concerned about the Ion g-term developme nt, competiti on in the market apart from its competitors, in essence,become the driving force for market

20、 resources.econcept of core competencies and characteristicsEriksson and scholar Martin ? Jasper? Mickelsons study concluded that the core competitive ness of en terprise orga ni zati on and social capital of a collectio n of organizational capital refers to the organization of the tasks entrusted t

21、o the coordi nati on of assets, and Social capital refers to the behavior of people as resources to gain access to that part of the value of social structure, which acts through the relatio nship betwee n cha nges in product ion; orga ni zati onal capital reflects the coordi nati on and orga ni zati

22、 on of tech ni cal aspectsof product ion, social capital the n show the importance of the social environment , the former can be reflected in the orga ni zati onal structure, which can reflect the corporate culture.America n marketi ng man ageme nt expert Philip Kotler ? core compete ncies that have

23、 three characteristics, n amely: (1) can bring substa ntial ben efits to customers with competitive adva ntages in resources; (2) the market for a wide variety of range have pote ntial applicati ons for the width; (3) is difficult for competitors to imitate.In view of the above basis, for the air tr

24、ansport enterprises core competitiveness, I believe that air transport enterprises core competitiveness should be based on the industry value chain based on a core of internal resources (technical capacity, orga ni zati onal coord in ati on , market adaptability, creativity, etc.) and distributio n

25、of the restructuring in order to maintain and enhance the sustainability of earnings as the target, coordi nati on and cooperati on with exter nal resources to meet the in terests of all related parties distribution of complete operating systems, and through the effective operati on of the system ow

26、n unique competitive adva ntage and expa nding market access to stable in come to achieve Ion g-term developme nt of air tran sport en terprise strategic objectives.Build the core competitive ness is a scie ntific, systematic and rigorous process is the need for companies to be highly strategic leve

27、l support and implementation of scientific management, the related parties within the organization needed a high degree of coord in ati on and cooperati on of systems engin eeri ng.2.ild the core competitiveness of the role in practiceThe developme nt of air tran sport en terprise there are several

28、compet ing cha nn els, ranging from the size of airline competition in the market to build and establish a differe nt path to developme nt. From the bus in ess point of view, basically has the following characteristics.the size of the compa ny the dominant market, highlight the price adva ntage in t

29、he competiti on;small company and strive to low-cost, differentiation, unique in the edge of the market;the n etwork scale, fleet simplificatio n;service differe ntiati on and sales globalizatio n;the Union for the expa nsion of the brand and market ing an effective way;man ageme nt refi ned, though

30、tful decisi on-mak ing of;the operati on has not only limited to the capita ls main bus in ess developme nt, strategic level, began to focus more on industry, regional and even cross-border expa nsion, and so on.Air transport enterprises showed these characteristics, no single factor can be gen erat

31、ed around the build ing core compete ncies in a variety of factors, due to a comb in ati on of differe nt factors have differe nt bus in ess strategies and tactics, it also brings the differe nt air tran sport en terprises differe nt man ageme nt performa nee and market position. Air transport compa

32、nies are operating around the market, but not every air transport companies are able to effectively build and build brand with its own core competitive ness.3.ild the core competitiveness of the key elements of value analysisAs men ti oned above, the compositi on of the competitive ness of en terpri

33、ses there are many factors, but on ly a few key factors in a comb in ati on of factors, i n order to achieve the overall efficie nt operatio n and performa nee of the play. This paper from internal and exter nal en vir onmen tal factors, based on the en terprise value cha in perspective of air trans

34、port enterprises constitute the core elements of competitive an alysis.Based on en terprise value cha in theory, comb ined with air tran sport en terprises and external environment characteristics to form the core competitiveness of air tran sport eleme nts in clude:huma n resources, especially huma

35、 n resourcesdevelopme nt and applicati on of thisEn terprise developme nt is in separable from the cultivati on and developme nt. As the air tran sport in dustrys unique characteristics and bus in ess n eeds, the dema nd for tale nt mai nly in flight, aircraft maintenan ce, flight operati ons dispat

36、ch and other areas, the cultivation of these areas and absorption is normal operation of air transport en terprises esse ntial to focus lin ks, the air tran sport bus in ess and the corn erst one of safety.chaelPorters value cha in theory, the behavior of these people are support ing the proprietary

37、 unit personnel. With the introduction of modern enterprise man ageme nt mecha nism and developme nt of air tran sport compa nies bega n to focus on huma n behavior from the auxiliary unit to be able to bring bus in ess operati ons and developme nt of susta in able in come, the en terprise value cha

38、 in in the main unit of behavior marketi ng departme nt.the developme nt and applicatio n of in formatio n tech no logy capabilitiesWith the in formati on tech no logy in dustry, the promoti on and developme nt of air transport enterprise information requirements are increasing. Development and appl

39、icati on of in formatio n tech no logy has become the air tran sport en terprises to enter the market, the cutt ing edge. In formati on tech no logy is no Ion ger confined to the internal exchange of information and statistics, it has become an international air tran sport en terprises into the glob

40、al air tran sport market Un io n, an importa nt carrier landing.the size of fleet and n etwork pla nningFleet planning and the introduction is the most important investment in air tran sport en terprises, the budget is a major cost con sideratio ns. A certa in exte nt, the introduction and operation

41、 of aircraft is directly related to air transport enterprises survival and development, scientific and rational planning of the fleet is air transport en terprises to market competiti on, greater regi onal and global market, the key factor. Fleet planning is not just a model of introduction and inve

42、stment, but the company plays an important role in strategic development, fleet planning as the cost of air tran sport bus in essstrategy and marketi ng strategy, a key link in the main show the followi ng aspects features:the market value of the choice and positi oning of the type of decisi on mode

43、ls, affect the compa nys marketi ng strategy of hardware support;the market en vir onment, the comb in ati on of a variety of variable factors that determ ine the type of in puts and tran sportati on arran geme nts;the market ing strategy for the regi onal market and global market, support ing a var

44、iety of models of decisi on-mak ing requires the coord in ated operati on in the district market, marketi ng strategy developme nt and pla nning to develop a complete model for the impleme ntatio n of pla ns and programs;fleet planning to focus on cost leadership strategy in the aviation material su

45、pply, fleet maintenance, personneltraining, and so its cost advantagehas become more prominent;highlighting the development of large-scale fleet introduction and the close relati on ship betwee n the market dema nd is the in troductio n of the latest hardware and market dema nd closely and become a

46、source of competitive adva ntage;model updates, surrender, retirement should take full account of environmental factors in the market economy requireme nts, con sta ntly updated models as some of the stre ngth of a competitive air tran sport magic.bus in ess man ageme nt and capital operatio n;Moder

47、 n bus in ess man ageme nt of the bus in ess operatio n of a scie ntific defi niti on. Orga ni zati onal structure desig n, staffi ng, process desig n and ree ngin eeri ng, process monitoring and feedback, leading the transformation of functions, etc. for the establishme nt of a well-fu nctioning bu

48、s in ess-critical.Busin ess man ageme nt and marketi ng strategy in the developme nt of policies should also be concerned about the operati onal capabilities of the capital.Busin ess policy cha nges for the financing of listed compa ni es, the inv estme nt will to some exte nt. The traditi onal mode

49、 of operati on of the air tran sport capital to expa nd bus in ess further product ion capacity, inv estme nt in fixed assets, appreciati on and preservati on has done some follow-up developme nt of the compa nys efforts.the tran sfer of orga ni zati onal culture and exte nsion capabilities;Air tran

50、 sport en terprises members of the orga ni zati on culture is a com mon maintenance and shared value system, the air tran sport bus in ess market ing, operati on, organization and managementwill evolve over time, values and understanding the con cept and practice of the established system or mode. T

51、his value system is reflected in the way by providing the right to restrict the behavior of members of the organization, members will be conscious through their own action to maintain this value system, work together to build a strong organization culture.With the air tran sport market continues to

52、ope n and competiti on inten sifies, the air transport market, marketing environment from the previous plan, unity to the market, and diversification changes. Marketing also contributed to changes in the en vir onment of air tran sport en terprises in differe nt market ing tech niq ues and features

53、on the far, but becausedifferent airlines have different geography, history, cultural characteristics and level of econo mic developme nt and other factors, led to airli nes appears strong orga ni zati onal culture and orga ni zati onal culture of the other weak.marketi ng developme nt and inno vati

54、 onMichael Porter in his doctrine that the value chain, marketing and sales activities are the main act is an importa nt part of the compa nys cash flow and in come levels play an important role. ? Philip Kotlers marketing management point of view, with the introduction of market mechanisms and deve

55、lopment, as with human resources, product ion, finance and other departme nts have the same functions of the positi on of marketing within the company is also undergoing transformation to become a customer cen ter, as the leadi ng market ing, in tegrated huma n resources, producti on, finance and ot

56、her departments of the functions of the enterprise in a market economy fun cti ons more suitable en vir onment for the bus in ess fun cti ons of play and highlight the ben efits of marketi ng a bus in ess cen ter.Development of air transport market, the marketing industry has a strong characteristic

57、 is affected by many factors. I nternet marketi ng and electro nic Fourth, Chinas exports to build the core competitiveness of enterprises in the problems and challe ngesChin as air tran sport bus in ess and the Wester n developed coun tries, air tran sport is still a big gap between enterprises, du

58、e to the conditions, level of economic developme nt, market access con stra in ts, etc., or differe nt, the core competitive ness in the build ing also has own characteristics and features.However, the core competitiveness of our building there are still some problems.in the framework of establishin

59、g a modern enterprise system, corporate gover nance structure of the defects are still bound by the market economy, especially the uncertainty of property rights, corporate governance structure is not perfect, orga ni zati on and man ageme nt of asymmetry.there is the introduction of fleet and route structure, market operation and reve nue man ageme nt,a nd so the phe nomenon is not yet match the inv estme nt cost estimates and expected market returns