本文選題：順豐速運(yùn)　切入點(diǎn)：競(jìng)爭(zhēng)戰(zhàn)略　出處：《華僑大學(xué)》2017年碩士論文　論文類型：學(xué)位論文

【摘要】：一直以來,順豐速運(yùn)憑借直營模式壁壘和航空運(yùn)輸優(yōu)勢(shì),在快遞企業(yè)中迅速崛起,一躍而為中國最賺錢的民營快遞企業(yè),在快遞行業(yè)中占據(jù)獨(dú)特優(yōu)勢(shì)。然而近年來,隨著大型電商相繼進(jìn)軍快遞行業(yè),快遞行業(yè)的競(jìng)爭(zhēng)也日益激烈化。一方面,快遞行業(yè)涌現(xiàn)出許多實(shí)力雄厚的新進(jìn)入企業(yè),尤其是阿里巴巴旗下的“菜鳥”網(wǎng)絡(luò)和京東、唯品會(huì)等大型電商,是極具威脅性的競(jìng)爭(zhēng)對(duì)手;另一方面,順豐不得不進(jìn)行跨界經(jīng)營嘗試,但是無論是“順豐優(yōu)選”、“順豐E商圈”還是順豐重資打造的實(shí)體體驗(yàn)店“順豐嘿客”,都或多或少遇到了發(fā)展的瓶頸。當(dāng)前的順豐雖然仍然是快遞企業(yè)的領(lǐng)頭羊,但其業(yè)務(wù)早已不僅限于快遞領(lǐng)域,而是涉及快遞、電商、供應(yīng)鏈、第三方金融等多個(gè)領(lǐng)域,甚至還借殼鼎泰新材走了上市融資的道路,原有單純快遞領(lǐng)域的差異化戰(zhàn)略已經(jīng)無法適應(yīng)順豐多元化發(fā)展需求。針對(duì)不同領(lǐng)域有不同的競(jìng)爭(zhēng)要求,順豐所處的行業(yè)地位也不盡相同,在新環(huán)境、新挑戰(zhàn)下如何選擇合適的競(jìng)爭(zhēng)戰(zhàn)略,正是本文著力研究的重點(diǎn)。本文先簡單介紹了戰(zhàn)略管理理論、競(jìng)爭(zhēng)戰(zhàn)略理論以及戰(zhàn)略管理研究工具的相關(guān)知識(shí),隨后從戰(zhàn)略分析、戰(zhàn)略選擇、戰(zhàn)略實(shí)施三個(gè)方面對(duì)順豐競(jìng)爭(zhēng)戰(zhàn)略進(jìn)行研究。戰(zhàn)略分析方面,本文先從行業(yè)變革分析入手,明確快遞行業(yè)的發(fā)展方向,隨后通過行業(yè)結(jié)構(gòu)化分析和戰(zhàn)略群體分析明確行業(yè)競(jìng)爭(zhēng)強(qiáng)度,再分析競(jìng)爭(zhēng)對(duì)手明確戰(zhàn)略定位,最后通過SWOT模型,明確多元化競(jìng)爭(zhēng)戰(zhàn)略的方向。在戰(zhàn)略選擇、戰(zhàn)略實(shí)施方面,針對(duì)順豐集團(tuán)多元化戰(zhàn)略本身以及在三大業(yè)務(wù)領(lǐng)域的不同行業(yè)地位和競(jìng)爭(zhēng)環(huán)境,分別制定各業(yè)務(wù)領(lǐng)域的具體戰(zhàn)略。戰(zhàn)略選擇方面,本文先從企業(yè)整體角度闡述順豐實(shí)行多元化競(jìng)爭(zhēng)戰(zhàn)略的大原則大方向,隨后按照快遞行業(yè)、跨界競(jìng)爭(zhēng)和跨境競(jìng)爭(zhēng)三個(gè)業(yè)務(wù)領(lǐng)域分別進(jìn)行分析,明確了在不同的競(jìng)爭(zhēng)領(lǐng)域中,按照順豐所處的行業(yè)地位、競(jìng)爭(zhēng)目標(biāo)、競(jìng)爭(zhēng)優(yōu)劣勢(shì)等的不同,分別采取不同的競(jìng)爭(zhēng)選擇。戰(zhàn)略實(shí)施方面,與戰(zhàn)略選擇方面一一對(duì)應(yīng),先從理念、業(yè)務(wù)、技術(shù)、服務(wù)四個(gè)層面闡述順豐多元化戰(zhàn)略整體實(shí)施目標(biāo),再分別闡述順豐在快遞行業(yè)、跨界競(jìng)爭(zhēng)和跨境競(jìng)爭(zhēng)三個(gè)方面的競(jìng)爭(zhēng)戰(zhàn)略實(shí)施方案。
[Abstract]:All along, SF EXPRESS with direct mode barriers and air transport advantages, the rapid rise in the express company, jumped to China most profitable private express delivery companies, occupy a unique advantage in the courier industry. However, in recent years, with the large electricity providers have to enter the express delivery industry, the courier industry is also facing increasingly fierce competition. On the one hand express industry, the emergence of many powerful new entrants, especially Alibaba's "rookie" network and Jingdong, vip.com and other large electricity providers, is very threatening competitors; on the other hand, had to carry out cross-border operations to SF, but whether it is "preferred SF, SF E circle or SF heavily to build the entity store experience" SF hey off ", are more or less encountered a bottleneck in the development. Although the current SF is still the leader of the express company, but its business as early as Is not limited to the field of express, but to express business, supply chain, third party financial and other fields, and even the backdoor Dingtai new material go public financing way, differentiation strategy of original express field has been unable to adapt to the diversified development needs of SF. Needles have different requirements in different areas of competition, SF the status of the industry are not the same, in the new environment, how to choose a suitable competition strategy under new challenges, is the focus of this study. This paper briefly introduces the theory of strategic management, knowledge of the theory of competitive strategy and strategic management research tools, then from the strategic analysis, strategic choice, strategy implementation Three A Study on SF competition strategy. Strategic analysis, this thesis starts from the analysis of the change in the industry, a clear direction of development of the express delivery industry, followed by industry structure analysis and strategy Group specific analysis of industry competitive intensity, and competitor analysis clear strategic positioning, and finally through the SWOT model, a clear strategic direction. In the diversified competition strategy choice, strategy implementation, the SF group diversification strategy and in three business areas with the status of the industry and competitive environment, respectively formulate the specific strategies for each business area the choice of strategy. This paper first describes the principles, direction SF diversified competition strategy from the perspective of the whole enterprise, then in accordance with the courier industry, cross-border competition and cross-border competition in three business areas were analyzed and defined in different areas of competition, competition in accordance with the SF position within the industry, competition, quality the potential of different, respectively take different competition. Implementation of the strategy, with a corresponding strategic choice, first from the concept, business, technology, service The four level elaborates the overall implementation goals of SF's diversification strategy, and then elaborates the competitive strategy implementation plan of SF in three aspects: express industry, cross-border competition and cross-border competition.

【學(xué)位授予單位】：華僑大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F271;F259.23

【參考文獻(xiàn)】

相關(guān)期刊論文 前10條

1 吳小梅;莊曉月;;順豐速運(yùn)差異化競(jìng)爭(zhēng)戰(zhàn)略的選擇與規(guī)劃[J];廈門理工學(xué)院學(xué)報(bào);2015年02期

2 李洪濤;李莘;;順豐速運(yùn)SWOT戰(zhàn)略分析[J];物流技術(shù);2015年08期

3 葉婷婷;惠小妹;張慧君;;順豐速運(yùn)創(chuàng)新的營運(yùn)模式對(duì)我國民營快遞業(yè)的啟示[J];當(dāng)代經(jīng)濟(jì);2015年08期

4 段明圓;劉宇;;順豐商業(yè)模式研究[J];江蘇商論;2015年03期

5 鄭詩航;李宇罡;劉培慧;;順豐快遞的戰(zhàn)略優(yōu)勢(shì)與瓶頸[J];商場(chǎng)現(xiàn)代化;2014年19期

6 龐彪;;快遞便利店突圍最后一公里[J];中國物流與采購;2014年06期

7 曹強(qiáng);王帥;;基于企業(yè)競(jìng)爭(zhēng)力視角的中國快遞業(yè)形象提升研究[J];物流科技;2014年03期

8 段戰(zhàn)江;;順豐的“物流帝國”[J];寧波經(jīng)濟(jì)(財(cái)經(jīng)視點(diǎn));2014年02期

9 王雪;;產(chǎn)業(yè)融合視角下順豐速運(yùn)創(chuàng)新商業(yè)模式的戰(zhàn)略選擇[J];經(jīng)濟(jì)師;2014年02期

10 龐彪;;優(yōu)選:順豐的另一盤棋[J];中國物流與采購;2013年15期

相關(guān)博士學(xué)位論文 前1條

1 孫宏英;我國物流企業(yè)橫向一體化運(yùn)營模式研究[D];遼寧大學(xué);2012年

相關(guān)碩士學(xué)位論文 前3條

1 鄭瑞祥;國內(nèi)快遞行業(yè)運(yùn)營模式研究[D];吉林大學(xué);2014年

2 劉培銀;我國民營物流企業(yè)的擴(kuò)張策略研究[D];蘇州大學(xué);2014年

3 丁雅婷;聯(lián)邦快遞和順豐快遞競(jìng)爭(zhēng)優(yōu)勢(shì)比較分析[D];大連理工大學(xué);2013年

，

本文編號(hào)：1599008