面对全球化挑战的同时，国家又大力发展高铁等地面快速交通网络，国内
大交通的综合配套协调发展，进一步削弱了民航客运对比路路交通存在的传统
优势。在全球市场下，面对业内外激烈的动态竞争和严峻挑战，国内民航企业
必须从战略高度，面向企业经营的市场全局，重新剖析和制定企业未来的发展
方向和具体实施方案
深圳航空有限责任公司（以下简称“深航”）作为国内第五大航空公司，
曾经以优质的服务和较好的盈利能力赢得旅客和业界的普遍认可。面对新的竞
争形势和挑战，深航的发展思路必须勇于突破，与时俱进，如何科学的制定一
套即适应公司发展现状，又符合宏观形势发展要求，而且行之有效的战略方案，
将是深航赢得顾客认可，确立行业地位的关键
本文尝试使用科学的企业战略管理理念，通过运用战略管理研究的有效方
法和工具，对深航的宏观环境、经营现状和资源能力等诸多方面进行深度分析，
明确深航运营的优势、劣势，以及未来发展需要面对的机会和风险。通过精准
的战略分析研究，为深航发展进行准确定位,围绕增强服务核心能力,创建服务
竞争优势的目标，制定切实可行的服务战略。战略思路的实施既要能够应对和
努力超越现有竞争者,又能实现可持续的差异化发展定位。本文还针对服务战略
方案的实施提出风险管控手段和应对措施。为深航服务战略定位和战略实施、
管控，提供了一整套可供借鉴的解决方案
关键词：深航； 旅客运输； 质量管理； 服务战略MBA 学位论文 作者：孟凡顺 深圳航空有限责任公司服务战略研究
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Abstract
Entering 21 century, with entering WTO, China becomes more international, national
economy remains developing rapidly. China has greatly promoted the pace of economic
globalization. Facing the global integration, China&39;s opening policy has brought many
opportunities and challenges to the domestic enterprises. However, for the domestic civil aviation
enterprises, the economic globalization has made the domestic civil aviation industry, which is
still under the semi monopoly environment, facing unprecedented challenges. In the face of the
globalization of domestic aviation enterprises represent the general trend, the only positive
response, take the initiative to adjust the strategy of business ideas and concepts, the correct face
and actively participate in international competition and cooperation, and achieve the
development opportunities in the new situation.
At the same time, the rapid development of high-speed railway and highway transportation
has weakened the traditional advantages of the aviation industry. In a global market, and facing
fierce competition and challenges, the domestic aviation enterprise must from the strategic height,
global market oriented business, to analyze and formulate the future direction of enterprise
development and implementation plan.
Shenzhen Airlines Co, as the country&39;s fifth largest airline, has been recognized by the
quality of service and good profitability and the general recognition of the industry. In the face of
the new competitive situation and challenges, the development of Shenzhen Airlines service
must have the courage to break through, advancing with the times. How to develop a set of
effective service strategy is the key to win the customer&39;s recognition by the quality of service,
and to establish the status of the industry with the service advantage.
This paper attempts to use the scientific concept of enterprise strategic management,
through the effective methods and tools of strategic management research, makes a deep analysis
on the management environment, service status and resource reserve of Shenzhen airlines, clear
service advantages and disadvantages, and the opportunities and risks of service development in
future. Through accurate strategic analysis and research, for the development of Shenzhen
Airlines services to accurately locate, focusing on enhancing the core competence of service, the
goal of creating a competitive advantage in the service, the development of practical service
strategy.MBA 学位论文 作者：孟凡顺 深圳航空有限责任公司服务战略研究
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Finally, the paper also puts forward the risk control measures and Countermeasures for the
implementation of the service strategy. For the strategic positioning of the service and
implementation of strategic services, management and control, provides a set of solutions for
reference.
Key words: Shenzhen Airlines; passenger transportation; Quality management;
Service strategyMBA 学位论文 作者：孟凡顺 深圳航空有限责任公司服务战略研究
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目录
一、绪论.1
（一）研究背景与意义 ....... 1
（二）企业简介 . 1
（三）研究内容与思路 ....... 2
（四）相关理论概述 ......... 3
（五）研究方法与技术路线 ... 4
二、深航服务战略外部环境分析 .....6
（一）宏观环境分析 ......... 6
1、政治环境分析7
2、经济环境分析8
3、社会文化环境分析 ....... 10
4、科技环境分析 ........... 12
（二）行业与市场环境分析 .. 13
1、航空服务业总体形势分析 . 13
2、航空服务业竞争环境分析 . 17
3、航空服务顾客市场分析 ... 24
三、深航服务战略内部环境分析 ....28
（一）服务相关资源分析 .... 28
1、有形资源 ... 28
2、无形资源 ... 29
（二）服务相关能力分析 .... 31
1、服务体系管理能力 ....... 31
2、服务危机处置能力 ....... 33
3、服务产品创新能力 ....... 34
4、服务信息化建设能力 ..... 36
（三）服务经营现状分析 .... 36
1、服务指标 ... 36
2、荣誉成就 ... 38
3、存在问题 ... 38
（四）企业文化分析 ........ 39
四、深航服务战略制定与选择 ......41
（一）深航战略目标体系 .... 41
1、企业使命 ... 41
2、企业愿景 ... 41MBA 学位论文 作者：孟凡顺 深圳航空有限责任公司服务战略研究
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3、发展战略 ... 41
4、服务目标 ... 42
（二）深航服务战略制定 .... 42
1、外部因素评价矩阵（EFE 矩阵）........ 42
2、内部因素评价矩阵（IFE 矩阵）........ 44
3、深航服务战略 SWOT 矩阵 .. 44
（三）深航服务战略选择 .... 47
1、深航服务战略 QSPM 矩阵 .. 47
2、深航服务战略决策 ....... 49
五、深航服务战略实施与风险控制 ..50
（一）深航服务战略实施路径50
1、指导思想 ... 50
2、战略规划 ... 50
3、里程碑制定 . 50
（二）深航服务战略实施举措51
1、服务发展部职能再定位 ... 51
2、完善服务质量管理体系 ... 52
3、加强服务信息化建设 ..... 54
4、服务硬件改造并引进宽体机 ........... 57
5、建立服务创新全员参与机制 ........... 58
6、改进完善服务激励制度 .......
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