邮政国内小包业务创新发展探究

来源: www.daniulw.com 发布时间:2022-04-02 17:49
论文地区:中国 论文语言:中文 论文类型:MBA论文
摘要论文以邮政国内小包业务为研究对象,邮政国内小包是中国邮政集团公司基于国内轻小件快递市场推出的一项全

  论文以邮政国内小包业务为研究对象,邮政国内小包是中国邮政集团公司基于国内轻小件快递市场推出的一项全新服务。中国邮政集团公司于 2012 年初明确“寄递市场主导者”的战略定位,推出“邮政 EMS+邮政国内小包”的战略产品组合,一方面,邮政 EMS 主打中高端市场,以顺丰速运为主要竞争对手;另一方面,邮政国内小包主攻中低端市场,目标瞄准快递业“四通一达”,即以申通快递、圆通速递、中通速递、汇通快运和韵达快递等民营快递公司为主要竞争对手,开展正面厮杀。随着中国邮政快递产品组合不断完善,日后的快递市场竞争将更加激烈,最终使消费者受益。

  论文分析了邮政国内小包业务市场环境、通过 SWOT 分析和 PEST 模型深入剖析了邮政国内小包的发展现状,发现邮政国内小包业务存在着诸多问题,包括管理模式落后、定价体制单一、内部政策限制过多、普邮网络制约业务开展、营销和上门揽收能力不强等问题。为此,论文在理论分析和实地调研的基础上,提出下一步邮政国内小包发展对策,首先明确产品业务战略定位;其次制定市场化接轨的政策,即放开协议客户和信函产品用邮限制,参考同行业制定赔偿机制,建立相对浮动的价格体制;最后强化邮政自身控制和管理,建立内部管理考核激励机制,提高产品服务质量,加大人力、物力、财力投入支撑。

  论文希望通过对邮政国内小包业务的研究,创新邮政业务发展模式,为邮政企业的战略转型和经营决策提供理论依据和数据支持。

  关键词:邮政国内小包,发展对策,SWOT 分析,产品战略

  Abstract

  This article reports some empirical methods of making policy in domestic post parcelservice market by China Post Jilin branch company, which is a post service provider based inJilin province. it is a new service, which is created by China Post Group Corporation, thathave been called Domestic post parcel service, that service helps people deliver light andsmall pieces package. In 2012 China Post Group Corporation declared that their strategictarget is to be the leading corporation in delivering market in future, and introduced a seriesof services which are called “ EMS + Domestic post parcel service” as a strategic productportfolio, all of services take an important part of the ambition. One hand, EMS is aimed tothe high-end market, its major competitor is SF Express. On the other hand, domestic postparcel service hit in the low-end market, where CP have competed with five smallcompetitors including STO Express, YTO Express, ZTO Express, BEST Express and YundaExpress.

  The article makes a study on market environment of domestic post parcel service. Weanalyze the current situation of the development of domestic post parcel service in SWOTmodel and PEST model, and the findings of analysis suggest that there are many problems inthe market, such as the backward management, simple and inefficient price, too morerestrictive internal policy, old post network, poor marketing and operating ability. This paperwhich is based on the theoretical analysis and investigation, make a conclusion about thedevelopment strategy in domestic post parcel service market. First, it is important to giveyour product an appropriate market location. Second, a good marketing strategy includesbreaking the block between letter product and contracted clients, a good compensationsystem, an agile price determining system. The last but not the least, if the company have aambitious target, it should build a system including splendid management, excellent HRsystem and good service. Investing in human resource, financial system and facilities is alsoimportant.

  Above all, this article would like to give some suggestions about improving corecompetitiveness in domestic post parcel service market, and give some useful advice andtheory to the companies which would like to make some innovation in business, I hope itwill be helpful for companies in post market to make policy decision.

  Keywords:Domestic post parcel service, development strategy, SWOT analysis, product strategy


    目 录

  第 1 章 绪论……1

  1.1 研究背景……1

  1.2 研究目的和意义……1

  1.3 研究内容和方法……2

  1.3.1 研究内容 ……2

  1.3.2 研究方法 ……3

  第 2 章 产品战略理论概述……4

  2.1 产品战略的内涵……4

  2.2 影响产品战略的因素……6

  2.3 产品战略的制定……7

  第 3 章 邮政国内小包业务市场环境分析 ……8

  3.1 影响市场需求的因素分析……8

  3.1.1 生活方式变化……8

  3.1.2 新媒体购物兴起……8

  3.2 快递市场现状分析……9

  3.2.1 竞争态势分析……9

  3.2.2 产品价格分析……12

  3.2.3 服务质量分析……12

  第 4 章 邮政国内小包业务发展现状分析 ……16

  4.1 邮政国内小包业务发展现状与面临的形势……16

  4.1.1 邮政国内小包业务发展现状……16

  4.1.2 SWOT 分析……18

  4.1.3 竞争对手分析……25

  4.1.4 宏观环境分析……25

  4.2 邮政国内小包业务存在的问题……29

  4.2.1 邮政管理模式落后……29

  4.2.2 全程投递时限过长……30

  4.2.3 价格制定体制单一……31

  4.2.4 内部政策限制过多……31

  4.2.5 普邮网络制约业务开展……32

  4.2.6 营销和上门揽收能力不强……33

  4.3 邮政国内小包业务存在问题的成因 ……33

  4.3.1 邮政国内小包业务体制不完善……33

  4.3.2 邮政国内小包网络效率低下……33

  4.3.3 信息系统落后制约业务发展……36

  第 5 章 邮政国内小包业务发展对策 ……37

  5.1 国外邮政快递经营管理的经验与借鉴 ……37

  5.2 明确产品业务战略定位……37

  5.3 制订符合市场化的政策……38

  5.3.1 放开信函产品邮寄和协议客户限制……38

  5.3.2 制定与同行业相当的赔偿机制……38

  5.3.3 建立灵活浮动价格体制……38

  5.4 强化邮政自身控制和管理……39

  5.4.1 建立内部管理考核激励机制……39

  5.4.2 提高产品服务质量……40

  5.4.3 加大人力、物力、财力投入支撑……41

  第 6 章 结论……43

  6.1 研究总结……43

  6.2 研究不足与展望……43

  参考文献……45

  致 谢……48


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