山东师范大学硕士学位论文
摘要
1980年7月，中国邮政正式开办全球邮政特快专递业务（EMS）。为进一步满足市
场需求，更好地服务于客户与社会，又相继成立了中国速递服务公司、中邮物流有限责
任公司。2008年12月，全国速递、物流完成整合，成立中国邮政速递物流公司。2010
年6月10日，中国邮政速递物流公司完成股份制改造，成立“中国邮政速递物流股份
有限公司”。中国邮政速递物流股份有限公司山东省分公司成立于2009年1月，是根
据国务院邮政速递物流股份制改革方案，整合山东省邮政公司下属速递、物流两大板块
的业务、人员和资产，按照现代企业制度组建的大型国有企业，具体负责全省邮政特快
专递业务的生产、经营和管理。速递业务是邮政业务中增长较快且效益较好的业务，同
时也是市场竞争最激烈的业务
从中国市场来看，1980年至1986年为邮政独家经营，1986年DHL（敦豪环球公
司）进入中国市场，此后，1987年FedEx（联邦快递）、1988的UPS（美国联合包裹公
司）、1990年TNT（荷兰TNT邮政集团）纷纷进入中国市场。1990年以后，这5家主要
竞争对手开始真正全方位地展开竞争。进入中国这四家外国公司，均是全球跨国速递公
司，在全球拥有自己的机队，拥有庞大的国际网络。而邮政速递的国际网络主要是依托
各国邮政在万国邮联倡导下构成的国际网络，由于各国邮政的发展水平相差很大，且是
不同的利益主体，难以形成水平统一、规范、高效的国际网络，总体看，邮政速递的国
际网络松散，对客户的服务不足，在竞争中处于劣势。跨国速递公司在不长的时间里，
就从邮政速递那里夺得了可观的市场份额。从国内速递市场看，邮政速递仍占绝对统治
地位，但民航快递、中铁快运这些具有强大的行业支持的竞争者切走了一大块与其相关
的行业速递市场，它们正在逐步向其他行业渗透，对邮政速递逐渐形成威胁。从同城业
务看，大大小小的快递公司经营灵活，成本低廉，对邮政速递也形成巨大压力。而且，
同城速递业务增长快，开发潜力大，利润大，邮政速递不可将这块市场拱手相让
本论文通过分析山东邮政速递业务市场情况，结合企业资源优势，综合运用战略管
理的各种工具和方法，并辅之数理统计、社会调查的方法得出结论，对速递业务的竞争
环境和营销战略做出分析和研究，确定在未来发展中企业应当如何把握机遇、避开威
胁、发挥优势，弥补劣势，在激烈的市场中站稳脚跟并持续生存和发展下去，并根据企
业所面临的具体情况，提出了山东邮政发展速递业务可以采取的较为合理的营销战略，
并制定了行之有效的营销战略实施与控制措施
关键词 营销战略；市场；速递业务；山东邮政
山东师范大学硕士学位论文
ABSTRCT
In July 1980, China Post officially opened the Global Postal Speedpost
Service(EMS). In order to further meet the market demand and better serve customers
and society, China Express Service Co., Ltd. and China Post Logistics Co., Ltd. have
been established one after another. In December 2008, the National express delivery
and logistics completed the integration and established the China Post Express
Logistics Company. On June 10, 2010, China Post Express Logistics Co., Ltd.
completed the joint-stock system transformation and established China Post Express
Logistics Co., Ltd. China Post Express Logistics Co., Ltd.. Shandong Branch was
established in January 2009. It is based on the State Council's Postal express delivery
logistics joint-stock reform plan and integrates the business, personnel, and assets of
the two major sections of Shandong Post Company and logistics., according to the
modern enterprise system of large state-owned enterprises, Specifically responsible
for the production, management and management of the Postal express mail business
in the province. Express delivery service is a fast growing and profitable business in
the Postal service, and it is also the most competitive business in the market.
From the Chinese market, from 1980 to 1986, it was the exclusive operation of
the Postal service. In 1986, DHL(DHL Global) entered the Chinese market. Since then,
FedEx(FedEx) in 1987, UPS(United Parcel Company of the United States) in 1988,
and TNT(TNT Post Group of the Netherlands) in 1990 all entered the Chinese market.
After 1990, these five major competitors began to truly compete in all directions. The
four foreign companies that have entered the country are global multinational express
companies. They have their own fleet and a huge international network. The
international network of postal express delivery mainly relies on the international
network formed by postal services of various countries under the initiative of UPU.
Because the development level of postal services in various countries varies greatly
and is a different interest subject, it is difficult to form a unified, standardized, and
efficient international network. In general, the international network of postal express
delivery is loose, and the service to customers is insufficient, and it is at a
disadvantage in the competition. In a short period of time, multinational express
delivery companies have won considerable market share from Postal couriers. In
terms of domestic express delivery market, Postal express still dominates, but civil
aviation express and China Railway Express, which have strong industry-supported
competitors, have cut off a large part of the relevant industry express delivery market,
山东师范大学硕士学位论文
and they are gradually infiltrating into other industries. It gradually poses a threat to
postal delivery. From the perspective of business in the same city, large and small
express delivery companies operate flexibly and cheaply, and they also exert great
pressure on postal couriers. Moreover, with the rapid growth of the city express
delivery business, the development potential is large, the profit is large, the Postal
express delivery can not hand over this market.
This paper analyzes the market situation of Shandong post express delivery
service, combines the advantages of enterprise resources, and comprehensively uses
various tools and methods of strategic management, and draws conclusions from
mathematical statistics and social investigation methods. We will analyze and study
the competitive environment and marketing strategy of express delivery services, and
determine how enterprises should take advantage of opportunities, avoid threats,
make use of their advantages, make up for their disadvantages, establish a firm
foothold in the fierce market, and continue to survive and develop in the future.
According to the specific situation faced by enterprises, this paper puts forward the
reasonable marketing strategy that can be adopted by Shandong Post to develop
express delivery service, and makes effective marketing strategy implementation and
control measures.
KEY WORDS：Marketing strategy， market， courier service， Shandong
Post。