东方航空公司战略定位

上海交通大学硕士学位论文东方航空公司战略定位姓名：顾民申请学位级别：硕士专业：工商管理（MBA）指导教师：李国振20040111456THESTRATEGICPOSITIONINGOFCHINAEASTERNAIRLINEABSTRACTAlongwiththeglobalizationofEconomicsandthepenetrationofdomesticmarket,ChinaEasternAirlineafterrestructureisfacingfiercecompetition.Itiscrucialtoestablishaclearstrategicpositioningundersuchcircumstances.Byusingthemethodologyofstrategicmanagement,thethesisanalysizedbothinnerandouterenvironmentofChinaEasternAirline,andsummarizedtheopportunities,threats,strengthsandweaknessesofthecompany.Afterthat,thethesisalsogiveaSWOTanalysistodifferentstrategychoicesandfinallycameoutthebasicstrategicpositioning.Furthermore,thethesisconductedaelementarydiscussiononhowtoachievethetargetandimplementthestrategy.Inthefirsthalfofthethesis,theouterenvironmentalfactorsareanalysisedincludingeconomics,politics,naturalresources,cultures,technologyandcompetition.Duringtheanalysisofcompetitivefactor,MichaelPorter’sCompetitiveStructureMethodareelaboratedseparatelyinChapter3&4duetoitisofgreatimportance.Withinthefivecompetitivefactors,thecompetitioninaviationindustryismorecomplicatedthanothersthereforearediscussedinChapter4includingSWOTanalysis,infrastructurecapabilityanalysisandkeycompetitionanalysisofChinaEasternAirline.7Thesaleschannelisbroughtintothebuyerfactorsectionbecauseithasthecharacterofbuyer.InCharpter5,thethesissummarizedalltheSWOTthatChinaEasternAirlinearefacing,andestablishedthefoundationforfurtherstrategicpositioning.DifferentstrategicchoicesarediscussedinChapter6andfinallycameoutthebasicstrategicpositioning:Establishhub-spokewebwithpointtopointairlinesassupplementandbaseupondomesticmarkettodevelopoverseatransportationservicefinallymainlyshapeeast-westdirectionskyway;Provideexcellentandthemostvaluableservicestosatisfyvastvariouspassenger’sdemand,andbuiltapredominantimageofthecompany.Inordertosupportthispositioning,thethesisalsofurtherdiscussedtheimplementationmethodandprovided9possiblewaystoachievethetarget.ThethesisreckonthatChinaEasternAirlinewillstriveforthepredominatingpositioninthefuturecompetitionthroughtherightstrategicpositioningandeffectiveimplementation.KEYWORDS:ChinaEasternAirline,strategicpositioning,outerenvironmentalfactoranalysis,industrycompetitivestructureanalysis,SWOTanalysis,hub-spokeweb.120041212003122003129090199824.42002112–23342.12.1.1199719972003200337%IMF20033.2%3.1%200320044.0%20038%12198915002001450020031-83850.432010GDP1201020082.1.220032.1.3CRS20026855701997SAS/65%20033019999APECAPEC852/3(AA)600600199920004127201CRSWTO63)4)200020WTO135WTO2.1.42.22.2.19.1172.2.22.2.31)2)3)20702.2.419924—1019992.32.3.1113/58–5GDP19920.700020010.746219920.181620010.331752.3.2200392.3.3200212201020082004F1NBA2.3.4200241576757,20022.42.4.11)760ERJ2003ARJ20112)2.4.2101).2).3).4).5).6).7).128).1112.3.1SARS3.1.119961997631401601%133.1.2()43()(10456723)30011100%19966253.1.3500500500-1000,3.23.2.11995200134BOEING1996AIRBUS142003665043367%71%70%199450%AIRBUSA340-3005A300-60010A320-20013BOEINGBOEING737-3007,BOEING737-2003MD1163MD909MD823CRJERJ327070110(regionaljet)7ERJARJCRJCRJ-200508362002550CRJ2007375ERJ1452002122ERJ145ERJ145(50)ERJ140(44)ERJ135(37)2430~50200330103010ERJ1455%20039ARJ2170~90102053.2.21995200124.3027.58%1550080048091713232048010333.2.311,200115.33%166717–3.2.419958.32%,20016.11%183.2.5()9.1120017,30053136,000(nationalairline101)15558,0004533,00036%198620001.53.3%3.5%(36)200057080/100:1400:1903.2.619YLFCGECASBAS90“”20ARJ3.2.73.5%3.33.3.12000102001I.a)26-4463%22-2545-5410.2%15.6%25.8%6516-211.5%3.4%1999–20–b)22-3451.05%46.93%46.41%36.41%45.68%34-5456.77%51.45%––II.64.38%26.01%9.61%-1211999-20006.47%7.03%–4–III.a)41.68%1999-200039.39%2.29200158.32%64.38%6b)200158.32%199960.61%199856.12%199668.33%-2c)65.34%67.74%64.44%64.44%53.82%2253.16%47.41%46.96%57.14%–5–IV.()()52.77%47.23199819994047.23–6–V.1-34-67-910-1515531.38%22.75%12.62%11.28%19.97%1-34-910231-331.38%4-935.37%1031.25%15VI.a)91.83%1999-20002.42%4.71%3.46%–7–24b)20%200120%29.87%26.90%23.18%29.08%1999-20001418.78%17.68%1999-2000c)200115.9%1999-20002.9533.91%6.18–8–VII.61.05%35.82%71.83%71.03%69.92%40.8%46.35%–925–VIII.–10a)43.2%4.1825.3%5.762.96%9.68%51.52%49.04%b)25.352.91%9.68c)9.9%7.83d)9.8%0.6215.15%13.03%10.57%e)7.2%3f)4.66%12.2326–IX.a)41.39%59.46%54.49%47.62%b)30.48%48.33%42.38%40.32%c)28.12%43.92%43.88%–1127–1).2).3).4).5).6).7).8).9).2010).11).2812).3.3.270%“”2001200220033.3.33.3.43.3.580%90%3.3.6DHL()TNT()293.43.4.1303.4.219943019314.1:1978CAB(CivilAeronauticsBoardFAA)FAA(FederalAviationAdministration)()CABFAA1978(DeregulationAct)1979-19891990-1994(130)4.220022199820026“”“”321).2).3).4).5).54.333––34––35–189:1172:1213:136:1––4.436–37–384.539405.1–41425.243SWOT6.16.2SWOTSWOT6.2.1SO446.2.2WO6.2.3ST6.2.4WT45–466.347PHILIP.KOTLER6.4484950515253[1]MICHAELE.PORTER[2]FREDR.DAVID[3]PHILIP.KOTLER[4][5]WTO[6]WTO[7][8][9][10][11][12]9.11[13][14]2001[15][16]CRM[17][18][19][20][21][22][23][24][25][26][27][28][29][30][31][32][33][34]54[35][36][37][38]2001[39][40][41][42][43][44][45][46][47][48]5556[1]32东方航空公司战略定位作者：顾民学位授予单位：上海交通大学相似文献(1条)1.学位论