中国的国内快递业发展战略分析外文翻译

中国的国内快递业发展战略分析外文翻译AnalysisofChina'sdomesticexpressdeliveryindustrydevelopmentstrategy[Abstract]ThispaperintroducestheDevelopmentofChina'sdomesticexpressdeliveryIndustryinthestatusquo,thenusetheSWOTanalysismethod,analysisofChina'sdomesticexpressdeliverymarketinwhichtheindustry'scurrentsituationanditscompetitiveadvantagesanddisadvantages,andgivesthecorrespondingcountermeasuresandsuggestions,hopetopromoteChina'sdomesticexpressdeliveryindustry,healthyandrapiddevelopment[Keywords:]thelocalcourierindustrySWOTanalysisStrategyExpressindustryisoriginatedinthelate20thcentury,60ofanewindustry,itistobusinessdocuments,smallpackagedeliveryasthemaintargetforrapid,safe,efficient,door-to-real-timeverificationischaracterizedbytheestablishmentofasetoftraditionalthepostalsystem,adifferentmodeofoperation.After30yearsofrapiddevelopment,expressdeliveryhasbecometheworld'sfastestgrowingeconomy,industries.TheU.S.CoalitionofServicesIndustriesexpectsChina'sexpressdeliveryindustryinthenextthreeyearsthemarketwillbeatleast33%oftherateofgrowthastheworld'sfastest-growingregion;anddomesticexpressindustryinChina'sindustrialadjustmentprocessplaysanimportantrole,sothestudyofChinesedomesticexpressdeliveryindustryinthedevelopmentofthecompetitivesituationanditssurroundingsinthestrengths,weaknessesanalysisisnecessary1China'sdomesticexpressdeliveryindustrystatusquoSince1979,expressindustryinChinahasgonethrough27years,rangingfromexpressdeliverycompanieshavethescaleofabout20000,thebasicshapeofthethreemajormarketsegments,namely,internationalcourier,domesticcourierandTongChengoffsitedelivery.27years,China'sexpressdeliveryindustry,fromsmalltolargecontinuousdevelopment,isnowbeginningtotakeshape.However,theuseofadvancedTechnologyandmanagementaspectsincomparisonwithforeignexpressdeliverygiantsarestillmanyproblems,China'sdomesticexpressdeliveryindustryshouldclearlyunderstandtheirownstrengthsandweaknesses,andcontinuouslydevelopandstrengthenourselves,tohavesufficientcapacitywithforeignexpressdeliveryindustry,contend,mustalsobepreparedforentryintotheinternationalmarketOperatingstatus.Atpresent,China'sexpressdeliveryindustry,themarketconsistsoftwopartscomposedof:First,thedomesticexpressdeliverymarket,controlledbyChina's40%shareofthepostalsectorandtherestbyprivateandoccupiedHongKong-ownedexpressdeliverycompanies,businesssizetoHongKong-ownedcompanyisthelargestofShunfengExpress.Privateenterprises,agroupoflikethegoodluck,ShenTong,ZJS,etc.,haveexcellentdeliveryhaveanimpactonlargeandmediumenterpriseshavetothrive,butthenumberwassmall.Mostoftheprivateexpressdeliverycompanieshaveshownasmall,scattered,weakandsoon;degreeofmutualtrustandco-ordinationispoor,totheregionalexpressserviceoriented.Secondly,theinternationalexpressdeliverymarket,byDHLDHL,FedExFederalExpress,TNTTNTandUPSUnitedParcelServiceandotherlargeserviceproviderscontrol.AlthoughChinaPostEMScontrolofasmallpartoftheinternationalexpressdeliverymarket,butanindirectwayofprivateexpressdeliverycompaniesintotheinternationalcourierDHL,FedEx,TNTandUPSthefourmajornetworksinforeignsales,infactstilldependentonthefourmajornetworkchannelsManagementstatus.Inadditiontopostalandgoodluck,ShenTong,ZJSaddition,themajorityoftheprivatecourieragencysystemusinganetworkorDirectSalesAgenthybridnetwork,thenetwork'scentralmanagementgenerallymoreloose,itisdifficulttoprovidecustomerswithhomogeneousservices,andevenfrequentnetworkcrashes.Inthefinancialsettlement,includingthepostaldeliverysystem,including,asbackwardandcommercialcreditInformationsystemsislow,whichoftencannotachievethemainareastopaythefreightservicestoenablebusinessdevelopmentislimited.Inthequalityofpersonnel,sincethedomesticcourierindustrywithlowbarrierstoentry,businesscompetition,profitmarginslow,sothedomesticcourierindustryisgenerallylowlevelofknowledgeofemployeeshasseriouslyaffectedthequalityofservice,reducingtheabilitytocompetewithforeigncounterpartsTechnologystatusquo.Thedomesticindustry,includingpostaldelivery,havenotcarriedoutaccordingtothecustomeraccountdocumentsordered,andnoperformance,goodcustomeraunifiedclearingsystem,aglobalcargotrackingsystem,onlineautogoods,suchasdynamicquerysystem,thekeyinformationmanagementsystems,serviceandefficiencyarefarbehindtheirforeigncounterparts.Cargosorting,duetooutdatedfacilitiesanduseofbarcodetechnologyrelativelysimple,thelackofordertothebodyfrequencyidentificationtechnologyRFID-basedsub-piecesofequipment,sothatoperationtimeistoolong,reducingthevelocityofturnoverofgoodsandunderminecompetitioninthemarketforce2StrategicAnalysis-China'sdomesticexpressdeliveryindustry,SWOTAnalysisSuperiorityStrength①localdeliverynetworkformationalongtime,thenetworkcoveragearea.InthefaceofforeigngiantstoobtaininternationalexpressbusinessinmorethanhalfofJiangshantheoccasion,China'sEMSalreadyhasmorethan30,000urbanandruralareasacrossthecountryoutlets,andwithmorethan200countriesandregionsintheworldtoestablishbusinesscontacts②low-pricedprivatecourier.Privateexpressdeliverycompaniesfightforcustomersmoreflexibilityinthemodesofoperation,services,priceswererelativelylow,tobringforeignInvestmenttoitsunparalleledadvantages③ThelocalcouriercompaniesintheenterprisecanbetterintegrateintotheChineseCultureanditsservicesbettersuitedtotheChinesepeople'sneeds.China'sdomesticexpressdeliverycompaniesisthebiggestadvantageofthepopularityofthelocalmarketnetworksandfamiliaritydegree.China'snationalconditionsrathercomplex,andthecustoms,geography,environment,regionaldevelopment,roadconditionsandsonotthesame.China'sdomesticexpressdeliverybusinessisrootedinChina,themorein-depthunderstandingofChineseculture,socialrelationsnetworksarealsorelativelycloserelationshipwiththegovernmenthandledtheincidentbetter.Theseconditionsofforeignexpressdeliverycompaniesintheshorttermcannotcatchup.Chineseandforeignpartiesintermsofculturalunderstandingthereisalsoacleargap,foreign-fundedenterprisesontheconceptofWesternculture,theconceptofblendtheseingredients,aswellasthelanguagebarrierisalsonotoneortwoyearstosolvetheproblem,sothelocalizationofforeign-fundedenterpriseswillbeveryslow,andtheChineseexpressindustrytothelocalcustomerstoenjoyatraditionalreputation,abletograsptheprimarymarket.DisadvantageWeakness①expressquitecompetitivebusinesstoosmall,little.China'sdomesticexpressdeliverycompanyEMSboss'smarketsharecontinuestodecline,decliningcompetitiveness,privatecouriercompaniesbecauseofinstitutional,technical,personnelandotherfactors,isnotyetcomeintovogue②Themanagementofinstitutionalissues.EMSoperationsasaresultofmanyyearsofmonopolyofinstitutionaldefects,andasaresultofoperatingsystemconceptsandthewaybusinessislaggingbehind,thecompetitivenessofdiminishing.Privateexpressdeliverycompaniesbecausetheindustryisrelativelylowbarrierstoentry,management,variesgreatly,thewholesystemwasveryincomplete③Competitioninthedomesticexpressdeliverymarket,astateofdisorder.Intensecompetition,andmarketdisorder,themainmarketregulationisnotclear④Informationprocessingtechnology.Localcouriercompaniesintheglobalcargotrackingsystem,onlineautogoods,suchasdynamicquerysystem,thekeyinformationmanagementsystems,serviceandefficiencyarefarbehindtheirforeigncounterparts⑤Thequalityofmanagementpersonnel.Atpresent,thelackoflogisticspersonnel,especiallyhigh-qualitytalentishardtofind,newexpressserviceaswell.TheopportunityOpportunity①GDPgrowthrateofthelevelofdevelopmentandhasremainedatahighlevel,thedevelopmentofChina'sexpressdeliveryindustry,providingaverygoodexternalenvironment.In2001and2004,thewhole,GDPgrowthof1%,expressdeliverymarketgrowthof3%.2006to2010,China'sGDPgrowthratewillremainabove8%,accordingtopreliminaryestimatesoftheMinistryofCommerceTaskForce,expressdeliverymarket,thepaceofdevelopmentshouldbemorethan25%.②thegrowthofimportsandexportsfortheexpressdeliveryindustry,openedupabiggermarketshare.Expressdeliverymarketgrowthandforeigntradegrowthinthesizeofalinearpositivecorrelation.AccordingtotheMinistryofCommercetaskforceestimates,2006and2010,China'sexpressdeliverymarketgrowthrateshouldbeabove30%③Theexpresslogisticsmarketgrowthasthegrowthofthesizeofthegrowth.Accordingtostatistics,in2004,China'stotalamountofthewholesocietyLogistics38.4trillionyuan,anincreaseof29.9%overthepreviousyear.Expressthegrowthrateofmarketgrowthrateslightlyhigherthanthelogistics.Turnoverfromgoodsperspective,in1995and2004,theNationalCargoturnovergrowthrateof7.6%,ofwhichrailfreightturnoverincreasedby4.4%,roadfreightturnoverincreasedby5.9%,whilethecivilaviationcargoturnoverincreasedby13.9%Accordingly,theMinistryofCommercetaskforceestimates,2006and2010,China'sexpressdeliverymarketgrowthrateshouldbe25%④InformationtechnologydevelopmentinparticularthedevelopmentoftheInternettopromotethedevelopmentofadeliverydevice.Inrecentyears,thepopularityoftheInternetandtherapidgrowthoftheonlinepopulation,sothattherapiddevelopmentofe-commerce,andthecourierbusinesstobecomeanimportantcomponentofe-commerce,e-commercethemainwaytoachievethephysicaldistribution.In1995and2004,thelogisticsgrowthrateof29.9%;in2001and2004,China'stelecombusinessvolumegrowthwas31.1%,thenumberofinternetusersgrowthrateof40.8%.Accordingly,theMinistryofCommerceResearchgroupestimatesthefuture,courierande-commerce-relatedbusinesseswillhaveafasterdevelopment⑤TheimprovementoftransportconditionsforChina'sdomesticexpressnetworkweavingindustry,providesthemostbasicconditions,inparticularthedevelopmentofaviationandhighways.1990to2004,thenationalrailwaymileageofthegrowthrateof1.8%;highwaymileageofthegrowthrateof4.4%,withgrowthrateofhighwaymileageof35.2%;CivilAviationRoutesgrowthrateof10.5%,consumergrowthrateofcarownership23.7%.WiththeimprovementoftheoveralllevelofChina'sservice,expressdeliveryindustry,capital,technology,managementandpersonnelandsowillbebasicallymetAthreatthreat①Firstisthecompetitionfromforeignexpressdeliverycompanies,DHL,FEDEX,TNT,andups.Theseforeign-ownedexpressdeliverygiantswithabundantcapitalandrichexperience,advancedtechnologyandtalentedpeopletoentertheChineseexpressdeliverymarket,tolosegroundtogiveaseriousthreattothelocalcouriercompanies②Theregulatoryissues.Expresspoliciesandregulationstowardsunknown,corporatemarketenvironmentofuncertainty.Expresscorporatedecision-makingandoperationstoalargeextentbytheimpactofchangesinthepolicyenvironment,butwiththeexpressindustryinthecurrentpolicyenvironmentisuncertain,theindustryisstillinthepositionofuncertainty,whichhasbecomeanon-postalexpressdeliverycompaniesforfurtherdevelopmentthebiggestconfusion③Thereisnounifiedmarketregulatorybody,expressdeliverymarketpoliciesandregulationsarenotsound,bullmanagement,leadingtoexpressthenormalorderofthemarkethasnotbeenformed.Withtheincreaseofthosewhoenteredatdifferentlevels,expresssharpincreaseincorporatesectormorecompetitive,isbeginningtoshowthestatedisorderlycompetition④InternationalExpressisthesoftunderbellyofChina'sdomesticexpressdeliveryindustry.In2000and2004,theAssociationofAsiaPacificExpressbelongstothefourmajorinternationalexpresscompaniesoperatingintheChinesemarketaveragegrowthrateofnearly50%,whiletheChinaPost'slocalcourierservicecompany-ownedaverageannualgrowthrateoflessthan15%.Atpresent,China'sinternationalexpressdeliverymarketshare,nearly80%oftheinternationalexpressmarketshare,whileDHL,FEDEX,TNT,andupsfourcompaniesaccountforthesemarkets4/53Conclusionsandrecommendations-SWOTanalysisresultsaregivenforthecorrespondingstrategySWOTanalysisresultsshowthatChina'sdomesticexpressdeliverycompaniesinthedomesticexpressdeliverymarket,basicallyabletograsptheinitiative,butintheinternationalexpressmarketandtherelativelylargegapbetweentheforeignexpressdeliverycompanies;alsopointedoutthatChina'sEconomicandsocialdevelopmentforthecourierindustryhashugemarketpotential,However,onlyexpressindustryincomplyingwiththeinevitablelawofdevelopmentoffaircompetitionandorderlycompetitivemarketenvironment,inordertoexpressthehealthydevelopmentoftheindustryandestablishafull-featuredcouriercompanies,andonlythiswaycanweexpressindustryofChina'sWTOadmissiontheopportunitytochangetorevitalizethenationalexpressdeliveryindustry,therealopportunitytopromotethehealthydevelopmentofChina'seconomyChina'sdomesticexpressdeliverycompaniesshouldcontinuetoplaystrengths,developeffectivestrategiestocombatcompetition.IntheDecember11,2005thelogisticscourierindustryfullyopened,theChineseinternationalexpressmarketshareof80%wasalreadyoccupiedbythefourmajorinternationalexpressdeliverygiants.Withtheshacklesofforeigngiantsfurtherawayfromthepolicy,China'sdomesticexpressdeliverymarketwillalsobeanewfocusofforeigncompetition.Inthiscase,thestate-ownedexpressdeliverycompaniesshouldspeedupthepaceofreform,deepenreformtoenableittogetridoftheheavyshackles,freerapiddevelopment;privateexpressdeliverycompaniesandalsofromtheinfrastructure,technology,andhumanresourcescontinuetogrowthemselvesandenhancetheirInformationSystemsinvestment,andenhancetheirowncompetitiveness,.译文中国的国内快递业发展战略分析资料来源:研究所网站作者:崴乐瑞[摘要]本文介绍了中国国内快递行业发展现状,然后使用SWOT分析方法,分析中国国内快递市场现状和该行业的竞争优势和劣势,并给出了相应的对策和建议,希望促进中国的国内快递行业健康快速发展。[关键词]本地快递行业;SWOT分析策略快递业是起源于20世纪60年代的一个新的行业,它是以商业文件、小包裹为主要目标的运送快速、安全、高效、门到门实时系统为特征的建立起的一套传统的设置不同的操作模式的邮政系统。经过30多年的快速发展,快递成为世界上经济增长最快的行业。在美国服务行业联盟预计,未来三年内,中国的快递产业市场将至少以33%的增速作为世界上发展最快的地区,中国的工业产业结构调整过程中快递业起着重要作用,因此研究中国国内快递行业竞争格局的发展和其周围地区的优势、劣势分析是必要的。(1)中国的国内快递业现状自1979年以来,在中国快递业已经走过了27年,从快递公司大约2万的规模、三大市场细分的基本形成,即国际快递、国内速递及通程营地以外交货。27年来,中国的快递业,从小到大不断发展,现已初具规模。但是,在使用先进技术和管理方面与外资快递巨头比较还存在许多问题,中国的国内快递业应该清醒地认识自己的长处和弱点,不断发展和壮大自己,有足够的能力与外资快递快递行业抗衡,也必须准备好进入国际市场。运行状态。目前,中国的快递行业市场由两部分组成:第一,国内快递市场,控制中国40%份额的邮政部门,其余的由私人和港资快递公司控制,业务规模以港资公司中的顺丰快递最大。民营企业,如好运、申通、宅急送等集团,拥有良好交货都对大中型企业产生影响并已茁壮成长,但数量很少。民营快递企业大多数都表现出小、散、弱等;对区域快递服务为导向上的相互信任和合作协调度较差。第二,国际上的快递市场被敦豪快递公司(DHL)、联邦快递(联邦快递)、梯恩梯(TNT炸药)和UPS(联合包裹运送服务公司)和其他大型服务供应商控制。虽然中国邮政EMS控制了国际快递市场的一小部分,但对民营快递公司以间接方式进入DHL国际快递、联邦快递、TNT和UPS的四个主要在国外销售网络,实际上仍然依赖四个主要的网络渠道。管理状况。除邮政和好运、申通、宅急送此外,民营快递机构使用网络或直接销售代理混合网络系统,网络的中央管理普遍较为松散,很难为客户提供均匀的服务,甚至网络经常崩溃;在财务结算,包括邮政递送系统落后,商业信用信息系统低下,往往不能达到主要领域的到付运费的服务,使企业发展受到限制;在人员素质,因为国内快递行业进入门槛低,企