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  本文選題：國際貨運(yùn)　切入點(diǎn)：競爭策略　出處：《南昌大學(xué)》2015年碩士論文

【摘要】：改革開放以來,我國對外貿(mào)易發(fā)展迅速。全國進(jìn)出口貿(mào)易額屢創(chuàng)新高。與此同時服務(wù)于外貿(mào)的國際貨運(yùn)代理公司隊(duì)伍不斷壯大,經(jīng)營業(yè)務(wù)也日益拓展,國際貨運(yùn)代理行業(yè)已經(jīng)發(fā)展成一個綜合性的服務(wù)業(yè),對我國的經(jīng)濟(jì)發(fā)展做出了積極的貢獻(xiàn)。但是盛極必衰,隨著世界經(jīng)濟(jì)危機(jī)和歐洲債務(wù)危機(jī)的接連爆發(fā),中國的進(jìn)出口的企業(yè)接連受到巨大的沖擊。在這種情況下,大量貨代企業(yè)紛紛倒閉,未來形式相當(dāng)?shù)膰?yán)峻,尤其是占貨代行業(yè)70%的中小型企業(yè)。中小型貨代公司以民營為主,雖然在當(dāng)?shù)鼐W(wǎng)絡(luò)和當(dāng)?shù)厥袌霾僮鹘?jīng)驗(yàn)上有一定的優(yōu)勢,但是越來越受到國有骨干物流企業(yè)和世界知名跨國物流企業(yè)的雙重夾擊,生存空間日益縮小。江西是中國的內(nèi)部省份,進(jìn)出口額占全國對外貿(mào)易總額的比例很小,在地理位置和經(jīng)濟(jì)發(fā)展上都有局限性,江西ZX國際貨運(yùn)代理有限公司是南昌土生土長的本地企業(yè)。公司主要從事國際�？�、快件、多式聯(lián)運(yùn)等運(yùn)輸服務(wù),在此基礎(chǔ)上為客戶提供報(bào)關(guān)服務(wù)。從公司成立至今的9年時間也取得了穩(wěn)步的發(fā)展,逐漸成為江西本行業(yè)內(nèi)的知名企業(yè),但是近年來受到國有大型物流企業(yè)(如中遠(yuǎn),中海)、外資物流企業(yè)(如全球),以及同行業(yè)中小型貨代公司的競爭,公司的業(yè)務(wù)量和利潤率都受到了不同程度的沖擊。面對如此激烈的市場競爭形勢,如何在競爭中形成自身的獨(dú)特優(yōu)勢并制定不斷前行發(fā)展的戰(zhàn)略部署,對該公司顯得尤為重要。在此背景下,本文以江西ZX貨代公司作為研究對象,通過運(yùn)用SWOT和波特的五力模型對江西ZX貨代公司所面臨的經(jīng)濟(jì)環(huán)境,政策環(huán)境,行業(yè)競爭環(huán)境,優(yōu)勢,劣勢,機(jī)遇和威脅多方面進(jìn)入深入系統(tǒng)的分析和探討。通過安索夫市場矩陣的分析重新對該公司進(jìn)行新的戰(zhàn)略選擇,確定應(yīng)實(shí)施新的競爭策略-結(jié)構(gòu)調(diào)整策略,戰(zhàn)略聯(lián)盟策略,人才策略,品牌建設(shè)策略,發(fā)展第三方物流策略來應(yīng)對日益嚴(yán)峻的競爭環(huán)境,保持該公司長期穩(wěn)定的發(fā)展。
[Abstract]:Since the reform and opening up, China's foreign trade has developed rapidly. The volume of national import and export trade has repeatedly reached new heights. At the same time, the ranks of international freight forwarders serving for foreign trade are constantly growing, and their business is expanding day by day. The international freight forwarding industry has developed into a comprehensive service industry, which has made a positive contribution to the economic development of our country. But the boom is bound to decline, with the world economic crisis and the European debt crisis erupting one after another. China's import and export enterprises have been hit by a series of huge shocks. Under such circumstances, a large number of freight forwarding enterprises have closed down one after another, and the future will be quite severe, especially for the small and medium-sized enterprises, which account for 70% of the freight forwarding industry. Small and medium-sized freight forwarders are mainly privately run. Although it has some advantages in local network and local market operation experience, it is increasingly attacked by state-owned backbone logistics enterprises and world-famous transnational logistics enterprises, and the living space is shrinking day by day. Jiangxi is an internal province of China. The import and export volume accounts for a small proportion of the country's total foreign trade and has limitations in terms of geographical location and economic development.Jiangxi ZX International Freight forwarding Co., Ltd. is a native local enterprise in Nanchang. The company is mainly engaged in international sea and air, express shipping, Transport services such as multimodal transport, on this basis, provide customs declaration services for customers. Nine years since the company was founded, it has also made steady progress, and has gradually become a well-known enterprise in Jiangxi's own industry. However, in recent years, they have been subjected to competition from large state-owned logistics enterprises (such as Cosco, China Shipping Corporation, foreign-funded logistics enterprises (such as global logistics companies, and small and medium-sized freight forwarders in the same industry). In the face of such fierce market competition, how to form its own unique advantages in the competition and formulate the strategic plan for continuous development. Under this background, this paper takes Jiangxi ZX Freight Agency Company as the research object, through the use of SWOT and Porter's five-force model to the economic environment, policy environment, industry competition environment facing Jiangxi ZX freight forwarder company. The strengths, weaknesses, opportunities and threats are analyzed and discussed in depth and systematically. Through the analysis of Ansov's market matrix, the company is re-selected for a new strategy, and a new competitive strategy, structural adjustment strategy, is determined. Strategic alliance strategy, talent strategy, brand building strategy, development of third party logistics strategy to cope with the increasingly severe competitive environment, to maintain the long-term and stable development of the company.
【學(xué)位授予單位】：南昌大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2015
【分類號】：F259.23;F752.6

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本文編號：1653395