本文選題：中樞機(jī)場 + 競爭戰(zhàn)略��； 參考：《華南理工大學(xué)》2012年碩士論文

【摘要】：本文首先對國外中樞機(jī)場的發(fā)展經(jīng)歷進(jìn)行了研究，總結(jié)出中樞機(jī)場形成的基本條件，并以此作為A機(jī)場中樞建設(shè)的標(biāo)桿。緊接著，以A機(jī)場作為研究對象，運(yùn)用SWOT分析法，對A機(jī)場中樞建設(shè)的外部環(huán)境和內(nèi)部環(huán)境進(jìn)行分析，總結(jié)出A機(jī)場中樞建設(shè)的機(jī)會是：國內(nèi)、國際客源充足；腹地經(jīng)濟(jì)良好，人均可支配收入較高；腹地旅游資源和旅游市場廣闊；政府加大支持力度，有利于發(fā)展更多國際航線。威脅是：區(qū)域內(nèi)機(jī)場競爭比較激烈；國際航線嚴(yán)重不足，市場占有率較低；航空收費(fèi)較貴，不利于市場開拓；短途航線受高鐵等其他運(yùn)輸方式的影響。優(yōu)勢是：最大基地航空公司的實(shí)力雄厚；A機(jī)場國內(nèi)航線比較豐富、市場占有率較高；服務(wù)水平較高；具有品牌優(yōu)勢。劣勢是：現(xiàn)有硬件設(shè)施正在逐步成為業(yè)務(wù)發(fā)展瓶頸；部分運(yùn)行環(huán)節(jié)效能低下；中轉(zhuǎn)競爭力不強(qiáng)。最后，根據(jù)A機(jī)場與標(biāo)桿中樞機(jī)場的差距，從一個旅客的角度提出A機(jī)場在建設(shè)中樞機(jī)場過程中面臨的困難和需要解決的問題，并制定出A機(jī)場中樞競爭戰(zhàn)略的實(shí)施的三個策略：提升公司內(nèi)部運(yùn)營的策略；提升航線競爭力的策略；提升被旅客選擇幾率的策略。 該文提出的實(shí)施方案以A機(jī)場實(shí)際情況為基礎(chǔ)，結(jié)合中樞機(jī)場理論對A機(jī)場中樞競爭戰(zhàn)略實(shí)施進(jìn)行了較完整的闡述，，希望為A機(jī)場中樞發(fā)展規(guī)劃、制定中樞策略提供參考。
[Abstract]:This paper first studies the development experience of foreign central airports, summarizes the basic conditions for the formation of central airports, and takes it as a benchmark for the construction of A airport hub. Then, taking A airport as the research object, using SWOT analysis method, the paper analyzes the external and internal environment of A airport hub construction, and concludes that the opportunities of A airport hub construction are: domestic and international passenger resources are sufficient; the hinterland is economically sound. The per capita disposable income is higher; the hinterland tourism resources and tourism market are broad; the government strengthens the support strength, is advantageous to the development more international routes. The threats are: fierce competition in regional airports; serious shortage of international routes and low market share; higher air charges are not conducive to market development; short-haul routes are affected by other transportation modes such as high-speed rail. The advantages are: the largest base airlines have abundant domestic routes, high market share, high service level, and brand advantages. The disadvantages are: the existing hardware facilities are gradually becoming the bottleneck of business development; some of the operational links are inefficient; the transfer competitiveness is not strong. Finally, according to the gap between airport A and benchmark airport, from the point of view of a passenger, this paper puts forward the difficulties and problems that need to be solved in the construction of airport as a hub. Three strategies of implementing the competition strategy of airport A center are worked out: the strategy of enhancing the internal operation of the company, the strategy of enhancing the competitiveness of the airline, and the strategy of enhancing the probability of being selected by the passengers. Based on the actual situation of Airport A and combining with the theory of Central Airport, this paper gives a more complete exposition of the implementation of the competitive strategy of Airport A, hoping to provide a reference for the development planning of Airport A and the formulation of central strategy.
【學(xué)位授予單位】：華南理工大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2012
【分類號】：F562

【參考文獻(xiàn)】

相關(guān)碩士學(xué)位論文 前2條

1 孫志強(qiáng);首都國際機(jī)場航空樞紐建設(shè)對策研究[D];對外經(jīng)濟(jì)貿(mào)易大學(xué);2007年

2 鄭志堅;《案例》：新廣州白云國際機(jī)場[D];暨南大學(xué);2002年

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